Business Plan Mango Madness Ltd

| April 14, 2015

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1 ASSIGNMENT THREE: INDIVIDUAL ASSIGNMENT- BUSINESS PERFORMANCE ANALYSIS

(MARKS 100 WEIGHTING 35%)
DUE DATE: WEEK 6, ON TURNITIN.COM ASSIGNMENT 1 INSTRUCTIONS

Instructions

  • This is an individual assignment due in week 6, assignments should be turned in through turnitin.com and a hard copy handed to the lecturer in class, or posted in the lecturers drop box on level four late assignments will not be marked.
  • This assignment is compulsory and is to be performed individually. It is advisable that you review the marking schedule before you begin.
  • The assignment should be presented as a formal written report of approximately 3,000 words, not including appendices. Marks may be deducted for reports, which significantly exceed the word limit. This part of the assignment contributes to 35% of the final course grade. Use Uk spelling.

Required

You are required to analyse a case study business (small medium enterprise) that will be provided to you by the course tutor. You will identify the current position of the business and evaluate the internal and external issues, challenges, opportunities and identify broad strategies and goals for business growth development.

The key tasks in this assignment are to:

  1. Analyse the current position of a business – Where is the business now?
  2. Identify the desired future position or vision of a business – Where does the business

want to be?

  1. Identify internal and external problems, issues, challenges and opportunities for

business development – What are the key challenges and opportunities for the

business?

  1. Identify Key Strategic Factors – what are the Critical Success Factors (CSF)?
  2. Develop and analyse broad strategies and goals to reach the desired future position – How will the business get there?

Your response to each part of this assignment should be presented as a formal written report which includes the sections described below.

 

 

 

 

Strategic Thinking for Managers Assignment Three
GRADING SCHEDULE
Student :
Item Weight Mark/Grade
Introduction 5
Analysis and objective setting

Current Position of the business (10)
Market segments / Competitive Advantage (10) Values, Vision and Mission Identified (5)

25
Environmental Scan

SWOT – STEPP Internal Analysis (10) External Analysis (20)

30
Key Strategic Issues – Critical Success Factors 20
Four broad strategies aligned with environmental scan and strategic issues identified (10)
Two to three SMART goals aligned with strategies (10)
20
Overall Mark 100

 

Report Format Assessment One

Title Page: to include student name and ID number, course name and number, title of assignment, and date of submission. The title page must also contain a declaration “This assignment is solely the work of (student’s name). All ideas and views of other people included or referred to are acknowledged and appropriately referenced”. This declaration must be personally signed and dated.

Introduction: Identifies the background to the writing of the report that follows, and identifies the report’s main objectives. Also describes the way in which the remainder of the report is structured.

Analyse the current position of the business: Market Segments, market perception of the business and the business competitive advantage.

Identify the desired future position of the business: Identifies the key elements of the organisation’s planned strategic direction by identifying the values, vision and mission.

Identify internal and external problems, issues, challenges and opportunities for business development

  • –  The external analysis should include reference to social, technical, economic, legal- political, and environmental considerations STEPP – PESTE.
  • –  The internal analysis should include reference to critical success factors in the industry under review, along with consideration of relevant competitor, customer, and other stakeholder influences.

Key Strategic Issues: Evaluate the outcomes of your internal / external analysis (environmental scan) in order to identify and describe what you believe to be the critical success factors (CSFs) associated with this strategy. Summarise your discussion by expressing each of these CSFs as a strategic issue that will require future attention – examples might be :

  • the ability to strengthen key strategic relationships in the industry
  • the ability to secure sufficient financial backing without undue loss of control by the

directors of the company

  • the ability to streamline and improve on operations
  • the ability to devise and implement a marketing strategy that is markedly superior to

competitors.
develop and analyse growth strategies and smart goals in order for the business to

reach its desired future position or vision.

 

OVERALL GUIDE FOR ASSIGNMENTS ONE AND TWO

  • Students’ submitted projects should be handed to the lecturer during class times. Late submissions will not be accepted or marked.
  • Assignments must be entirely the work of the individual student (assign 1) or of the nominated group of students (assign 2), and no collusion of any kind with other students is permitted.
  • Assignments will be graded by letter grade.
  • Subject to group self-evaluations all group members will receive the same assessment grade. However, the lecturer reserves the right to make a final decision regarding the contribution made by individuals within the group.
  • In the event of self-evaluations revealing uneven individual contributions to the group workload, individual student grades may be adjusted to reflect the extent of their contribution. In addition, any individual who fails to contribute adequately to the group performance may be excluded from that group and asked to complete material individually, and within the original time limitations.
  • All reports must be typed; assessment items not typed will not be marked
  • All reports are to have the Assignment cover page (a copy is attached) completed and affixed to the front of all assignments.

 

  • Your assignment response must be of a high professional standard, typed in 11 point font, style Times New Roman or Verdana, 1.5 spaced, with appropriate citation and referencing using the APA style. Marks will be deducted from your assignment for

poor quality: citations, referencing, presentation, incorrect spelling, poor grammar, and poor sentence structure. (Refer to: Manalo, E., Wong-Toi, G., & Bartlett-Trafford. J. (2009). The Business of Writing Written Communications for Business Students, (3rd ed.), North Shore: Pearson).

 

  • Note: You must support all responses with relevant authority from relevant textbooks, and academic journal articles available on-line in the Unitec Library, to make your answers clear.

Wikipedia is not acceptable as a resource for any of your answers and will receive no marks if referred to/used in any of your answers.

Failure to cite and reference correctly may result in marks being deducted from your assignment. Please use the Unitec Library recommendations for correct citing and referencing APA 6th ed.

Plagiarism (passing off someone else’s work as your own) must be strictly avoided; if this is found, the assignment will receive zero marks, and the student may be liable for disciplinary action by the Programme Leader.

Expressing your own points of view using argument, justification, explanation, etc

will improve the quality of your answers and assignment grade. It is suggested that you use a minimum of 4 journal articles for each (main) question for this assignment to enhance the quality of your answers.

You are advised to follow the marking schedule in your responses.
You must sign and attach the completed cover sheet to the front of your complete

 

The case study:

Business Plan Mango Madness Ltd

Table of Contents

Table of Contents ………………………………………………………………………………………………. 2 Mango Madness ………………………………………………………………………………………………… 3 General Company Description ………………………………………………………………………….. 3 Background Overview ………………………………………………………………………………………. 4 Strategic Drivers………………………………………………………………………………………………… 5 Products and Services………………………………………………………………………………………… 5 Marketing Strategy ……………………………………………………………………………………………. 7 Operational Plan ……………………………………………………………………………………………… 11

 

 

 

Mango Madness

Mango Madness is a mobile smoothie stall operating weekly at the Auckland Night Markets Hunters Plaza, Papatoetoe and Westfield Pakuranga. Mango Madness also trade at festivals and other events.

General Company Description

Values:

Vision statement:
To be New Zealands number one smoothie bar.

3 -5 year wish list

  • When people think smoothies they think Mango Madness
  • To become a franchise and have kiosks in the malls
  • To be number one in the night markets
  • Number one smoothies in the events
  • Have a presence in Australia and the pacific region
  • Offer a product to pacific resorts.
  • Be financially sound with good systems and structure in place.

 

 

Mission statement:

Background Overview
Form of ownership:
Mango Madness has formed as a limited liability in April 2013.

Company history:

Mango Madness started at a small local market in Henderson, west Auckland in 2009 offering mango smoothies where the potential for growth was noticable. The business began operating weekly and on a larger scale at the Auckland Night Markets, festivals and events in 2012 as a sole trader and to test the market and the idea. Since that time the business has had ongoing success leading the owners Sam and Allana to structure the business as a limited liability and to seriously look at future planning.

Strengths and core competencies

Allana brings her business marketing background to the business and Sam brings experience and an optimistic, go-getter attitude with an incredibly strong work ethic.

The critical success factors for the business are outlined below;

 

 

Opportunities

In the short term the night markets are expanding into west Auckland and Wellington. There has been a lot of success in the Hamilton night market. Mango Madness has a strong presence in night markets currently which led to them being invited to the Hamilton markets which is having success.

Now that the business has a customised trailer they will utilise this at events.

Challenges now & in the near future:
As the owners are prudent they would like to ensure that the business structure is

sound and need to set up an efficient financial system as well as a financial forecast.

Strategic Drivers

The three functional areas identified as priority areas to focus on include the following; .

  • ?? · ?? · ??

It is prudent for the business to develop 6 – 12 month action plans in order to monitor and measure success.

Products and Services

The core product offering is the mango smoothie known as “Mango Madness”. This product is branded as a healthy and delicious summer smoothie. There are complementary products offered at the regular Auckland Night Markets including Berrylicious and Oreo Shake, whereas at the festivals they offer Mango Madness only.

The beverages use premium ingredients only. The mango and berry smoothies are made with natural products including real fruit and natural yoghurt with no added sugar. This makes for an authentic high quality product. The dessert beverage, the Oreo Shake, uses premium chocolate and cookies. All beverages are made fresh on site in front of the customer adding the ‘fresh’ value to their products.

 

  1. Market Development
  2. Sustain and grow current Auckland and Waikato Market
  3. Focus on directing the market to the website via trade me and google
  4. Utilise the website by way of asking some key questions to allow more

insight into the value proposition of segments

  1. Focus on search engine optimisation
  2. Focus on customer relationships as return customers and word of mouth

are dependant on this.

Promotion

The Mango Madness brand is promoted through facebook and on-site signage including a new brand logo.

 

 

Competitive Advantage

Pricing

The cost of the smoothies are priced at a premium in order to cover the cost of the high quality product that is used to make the smoothies.

Marketing Strategy

Three marketing objectives have been identified as priority over the next three to five years.

These include the following;

  1. To be number one in the night markets (survey customers % of customer satisfaction)
  2. To be number one at the events ( survey customers % of customer feedback)
  3. To become a franchise and have a kiosk at Westgate (Kiosk)

To be number one in the night markets (outgrow) (1)

In order to implement this initiative the marketing collatarel has to be developed,
A new logo and banner has been developed but MM need to include a visual display for the store. This type of visual display includes banners, flanners, (flag and banners) and branding the cups. There is a need to optimise on gaining customers when they first come into the market. i.e. they stay at the front of the market because of the amount of foot traffic. Foot traffic signage is important in order to draw customers to MM and they want to stand out from the others – currently they use music and a lighting effect to stand out, this attracts customers. Balloons are another visual display that can be used, MM would like to have a special launch of the brand.

A loyalty programme needs to be developed which could be in the form of a computer application. MM is focused on the construction of a website, the following domain names have been registered; mango madness.co.nz, mango madness.asia and the following e mail address Sam@mangomadness.co.nz has been registerd. MM have also secured a Post Office Box. The development of a company mascot and motto is also under development.

Social media and the use of facebook, instagram, twitter and pinterest will also be set up, having promotions with coupons 50c.

Product development includes innovative, fresh and healthy products.

Mango Madness (Fresh Healthy)

Mango and Berry , green smoothies and chocolate banana smoothie, Juicer – vegetables, fruit,

Desert shakes

Oreo shake, peanut butter smoothie which include a range of bars i.e. snickers. There is some decisions to make in regards to the branding of “Fresh and Healthy” along with desert shakes. The business does not want to confuse the market or their brand of Fresh and Healthy although the desert shakes are popular and do sell. This discussion is ongoing.

To be Number one smoothies in the events (2)

Similar to night markets strategies include the use of social media. It is envisaged that they will have a following so that customers know where they are at all times utilising socia media. It is extremely important to stand out at the events.

Grow the markets / events to 5 and also take into consideration the resources required to do this such as human resources. Like the markets the events are seasonal the next event is in October 2013 the Duwali festival at Aotea square. MM would like to get into more sports events such as the Adidas Auckland Marathon the brand “Fresh and Healthy” would align to these events.

To become a franchise and have kiosks in the malls (3)
Start development for a kiosk. Ideally MM would like to set a kiosk up at Westgate. Creat a franchise in the longer term, limit debt.

Other ideas include a location around Queen Street in a stationery container in the city in the longer term.

 

 

Market Segments

 

The market is a mass market ranging of all ethnicities and gender, age groups consist primarily between the ages of (lare teens) 20 – 35. The following are some obvious demographics at the various Auckland markets and the Hamilton market.

Auckland Night Markets

  • Pakuranga are generally Maori, Pacific Island or Asian
  • North Shore are mainly Europeon
  • Papatoetoe – Indian and Polynesian
  • Onehunga – New Zealanders (Europeans)
  • Hamilton are mainly Maori
    Events – Dependant on the type of events

Festivals – Dependant on the type of festival

MM seem to have a versatile brand and product that fits in at all of these markets across Auckland and Hamilton. Some of the younger customers do not have such a health focus on the product and the desert shakes can be more popular.

 

Operational Plan

Preparation includes:

Packing containers with equipment used at events/markets; insuring sufficient quantities of stock are packed and accounted for; insuring equipment is to a clean standard and if needed washed; leaving preparation areas clean and tidy or as found

Loading includes:

Loading vehicle with benches, freezers, gazebo, containers and other equipment needed to operate at events/markets; loading of supporting equipment which may include sound system; POS (Point of Sale) systems cash registers etc; secure load making sure all equipment is tightly packed and secured for transporting; driving loaded vehicles only when appointed by Sam Kaipo.

Site Set Up includes:

Unloading of equipment at site; making sure we are placed within boundaries outlined at event; if pop-up set-up is needed, ensure all gazebos are set up properly and are fastened; all equipment set up as outlined for layout; all power is connected properly and safely; all advertising and marketing signage setup neatly and secured; rubbish is properly disposed of or placed in an area that is out of the way

Production includes:

Producing smoothies, other beverages and/or food items in a way that meets health and safety rules and regulations; following the direction of the team leader at all times; producing products to recipe as specified by Sam Kaipo; producing to sales demands; regularly washing of hands to ensure production is not contaminated; at all times being wary of any work hazards – identifying them and finding suitable solutions; producing smoothie beverages or similar in a timely manner ensuring customer demand is met timely and efficiently but not compromising product quality; ensure clean work space at all times including removal of rubbish; only leaving site to purchase food or take a toilet break under the direction of the team leader

Customer Service includes:

Providing friendliness to customers with a smile; going the extra mile for customers with a can-attitude; working in a manner that correlates with company values at all times; advising the positives of products to customers while keeping recipes and suppliers confidential; inviting customers to sample products (those products that are offered); conducting customer research; ensuring all products are to a quality standard before handing over to customers; making each customer feel valued during their entire customer experience; promoting the loyalty scheme and any other promotions of Mango Madness; dancing to routines when required; keeping frontage clean and tidy at all times; taking pictures of celebrities with company product (all work produced during work hours remains property of Mango Madness).

 

 

Sales/Money Handling includes:

Taking money from customers; handing out the correct amount of change to customers; displaying honesty at all times particularly with money; taking food allowance only from the team manager and not the cash box; using your personal money to purchase personal items; if using personal money to purchase business items under the direction of Sam Kaipo keep receipts for reimbursement; reimbursements to be made by Sam K personally and not to be taken from the cashbox; only taking money out of the cash box to give change to customers unless you are the appointed team leader; always checking with company directors for any hesitations

Pack Up/Clean Up includes:
Pack up and cleaning of the site at the end of an event; packing is under the direction of the appointed team leader; leaving the site once all vehicles are ready to leave; unloading of vehicle/s; washing, drying and storing of production and other equipment

Location: Headquarters

Glendene Auckland 1026

Legal Environment

  • Health and Safety Standards
    o Industry standards as applicable
  • Special regulations covering your industry or profession o Industry standards as applicable.
  • Insurance coverage

 

 

Management and Organization

Daily management is the responsibility of Sam and Allana Kaipo. Sam and Allana Kaipo are the founders of Mango Madness.

Professional and Advisory Support

  • Accountant
  • Insurance agent

o TBA

  • Banker
  • Mentors and key advisors TPK Maori Business Facilitation Service and the Pacific Business Trust.

Financial Information

To be developed

 

 

 

 

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