New Venture Business Plan

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New Venture Business Plan 1 NEW VENTURE BUSINESS PLAN By Student Name By Student ID Professor Name Course Name January 05, 2022

New Venture Business Plan 2 Introduction Everyone may feel at home in Club Coffee's inviting atmosphere. Come on in and look around. Coffee is consumed all around the globe. Many people drink it, and some say it surpasses water in popularity. Coffee, however, is not just a drink. It's something we look forward to and brings us a little joy every day. Caffeine may play a role, but its popularity also stems from the sensory delight it provides. Caffeine gives people an energy boost, and those who drink coffee often link that boost with the coffee's savory flavor and fragrant scent. Coffee Review is an online publication that aims to spread the word about and celebrate the joys of a good, quality cup of coffee. The club coffee business is one of the most substantial and rapidly expanding. Club Coffee is a community devoted to the daily ritual of drinking coffee. For this reason, my partner and I have decided to build a coffee shop in this charming community. The locals share a passion for both coffee and one another. I plan on utilizing these methods to sell freshly brewed coffee (Bianco, 2020). A group of six individuals privately owns Club Coffee, and we run the business. Dhaka's Club Coffee opened in September 2018, around a year ago. Club Coffee has expanded rapidly over the last several years, making it the most prominent specialty coffee outlet in the Bashundhara area of Dhaka and one of the fastest-growing businesses in the city overall. Coffee Club is a limited liability corporation. The company's coffee shop is situated near Bashundhara gate, 600 square feet in size. Six members make up most of Club Coffee's investors, and they own more than 100% of the company's shares. TK.10,000,00 is guaranteed to be available for the company's launch. Due to its status as an unlimited liability company, Club Coffee is off-limits to investors (Civera, de Colle, and Casalegno, 2018).

New Venture Business Plan 3 New Business Venture and Market Analysis Business Venture The company provides consumers with a refreshing, novel service: "Coffee and nibbles." The coffee shop will offer various drinks and snacks, including all of the favorite coffees and pastries. All of the following beverages and snacks will be available at the coffee shop (Costa, 2020). List of Coffee:  Caramel Cold Coffee  Cold Coffee  Hot Coffee  Tea  Lemon Tea  Cold Coffee Chocolate List of Snacks:  Burger  Chicken Wings  Sandwich  Beef Burger  French Fries

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New Venture Business Plan 4 There will also be a selection of teas and refreshing drinks to complement the coffee and nibbles. We will only use the finest ingredients to ensure that the coffee and snacks are delicious and up to the standards (Fadillah, 2019). Services: We feel that by providing several novel services, we can increase the appeal of the coffee shop to a broader audience. The patrons will be able to make use of the following amenities:  Customers can stay in touch with their loved ones thanks to the complimentary Wi-Fi offerings.  Customers may enjoy complimentary water and soda by checking on the Facebook page.  The company will deliver to the door, no matter who or where they live, and it will do it as quickly as possible.  For no extra cost, patrons may reserve a table before they visit the coffee shop (Hamid, 2020). Market Analysis Club Coffee is a business organization where two or more people pool their capital, expertise, and other resources and divide the company's gains and losses per the partnership's agreement and applicable legislation. In a commercial collaboration, when the partners have agreed to share the risks and benefits equally, one partner may withdraw from the partnership at any time without the consent of the other partners (Lee and Park, 2014). In the last few years, coffee consumption and coffee shops' availability have skyrocketed, particularly for specialized roasts. The company must collect data on the industry and market

New Venture Business Plan 5 before the company can construct a sound marketing strategy with realistic and quantifiable market goals and objectives. Visualizing this procedure as an inverted pyramid is the ideal place to start. This implies that we begin with easily digestible facts and information and narrow down on more specifics as we move toward measurable outcomes for the positioning plan. Because of this, we collect market data using an inverted pyramid structure (Murthy and Madhava Naidu, 2012). The process of collecting market data is shown as an inverted pyramid: Market Segmentation and Target Market: Customer Segmentation and Targeting: The mission is to assess the target demographic for the company's product marketing efforts. Each client or subset of clients (called a "segment") is evaluated for their potential contribution to the business in the customer portfolio analysis. To distinguish itself within several niche markets, Club Coffee is now using a method known as "differentiation emphasis (Pascucci, 2018). Segment Marketing: Customers that have similar goals and demands make up a market group. We thus divide the market into subsets according to customer requirements. While coffee is the specialty, the company will also provide other drinks and quick food items to ensure the customers have a pleasant experience while waiting for their order (Rahmatika, 2022). With this in mind, the following criteria are used to choose specific types of consumers:  The location makes no difference that folks from other departments will stop by the shop for a cup of coffee. This is why we restrict the attention to the Dhaka area.

New Venture Business Plan 6  Although the coffeehouses primarily cater to those aged 20–35, we also have a variety of traditional hot chocolates and other kid-friendly drinks to entice those aged 12–19. Of course, anybody of any age may enjoy a cup of coffee. Therefore, it attracts many family configurations (Schouten, Tappi, and Romani, 2020). Competitive Comparison: The Club Coffee Shop is a new competitor in the coffee shop industry, competing with long-standing chains like Badda, Gulshan, and Dhanmondi. Pricing and promotion methods will be discussed at length in subsequent sections. It's important to realize that many rivals are nearby and far away. Mostly, the following businesses threaten them (Reinecke, Manning, and von Hagen, 2012). Competition and Buying Patterns: For their "Small luxury" reputation to persist, coffee shops must provide high-quality goods. The major chains are already caving to the demands of expansion by adopting less ideal practices, including fully automated espresso equipment, bulk bean purchasing, and other forms of efficiency (Pramagista and Wandebori, 2021). SWOT Analysis Strength:  The coffee shop excels in providing a joyful and memorable dining experience because of the delicious food, attentive wait staff, and charming atmosphere.

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New Venture Business Plan 7  One of the competitive advantages is that the prices are lower than those of other cafes in the region. Another one is that we plan to use unique specials like "purchase two meals, get one free before 5 p.m." to attract customers during quiet periods.  One of the restaurant's advantages might be that it offers a cuisine that is not widely available in the neighborhood (Mussatto et al., 2011). Weaknesses:  We can learn from the cafe's flaws and use that knowledge to improve it.  A new company with an outstanding reputation may play a role.  The company may have to pay a lot to get things going.  There may be a difficulty with capital and finances.  Inadequate business background (Mighty, 2015). Opportunities:  Simply by creating more employment opportunities, the restaurant may boost its earnings.  It could be wise to emphasize a more natural, homey flavor profile to capitalize on the growing demand for healthier food options.  A potential revenue stream for the café is the sale of takeout orders of snacks and drinks.  Another possibility is catering to the demands of busy individuals by providing delivery, takeout, or a drive-through (Kourmentza et al., 2018). Threats:

New Venture Business Plan 8  Numerous possible rivals. Nearby restaurants pose a danger to the company, mainly if we provide the same cuisine or eating experiences.  Concerns about security and safety.  Conflicts on the political level are possible (Falkenberg and Brunsæl, 2011). PESTLE Analysis Political Factors: The upper echelons of the Club Coffee management are on good terms with state and federal officials. They may open up new stores very quickly. Exports have dropped dramatically because of the epidemic, which has hurt the company's ability to make money via those channels. Coffee has no GST, which is good for the company's bottom line. As the firm expands internationally, it will be necessary to keep an eye on the political climate in the nations where its products will be sold. Club Coffee also has to emphasize its adherence to environmental and social concerns. Since the country's government is now allocating more funds to infrastructure projects, it is an opportune time for the firm to alter its approach. Due to the nature of its business, the firm must adhere to several quality assurance and regulatory requirements specific to the food sector (Davila and Molina, 2015). Economic Factors: Due to the COVID-19 epidemic, unemployment is increasing, and people's disposable money is decreasing, cutting the company's revenues. As a result of the epidemic, consumers have been more cautious and have reduced their expenditure on luxury goods. In light of the current circumstances, Club Coffee will need to adjust its lathe and operating costs. The outbreak also affected the export of coffee beans. Over the last several months, the firm has seen a resurgence of optimism thanks to the immunization program and the general improvement of the economy. Coffee consumption has been on the rise for many years. While coffee output is up,

New Venture Business Plan 9 exports are down. Though initially cost-effective, this approach will eventually eat into the business's bottom line. Management must prioritize cutting operational and labor costs (Civera and Freeman, 2020). Social Factors: Many members of Generation X and millennials frequent Club Coffee. It's a great spot for folks to get together. The business should put its energy towards promoting experiences that appeal to the millennial and Gen Z clientele. The corporation gives the locations where the stores are established more attention. The corporation has to pay greater attention to how people live and work differently and the increasing number of people living in cities. The middle class has recently joined the ranks of those who like café culture. These shifting habits and increased discretionary expenditure on food and drink have been the center of attention for many businesses (Candelo et al., 2019). Technological Factors: Restaurant chain Club Coffee is known for being open to customer feedback and constant menu tweaks. They can expand their client base because of the novel food and drink products and unique services they provide to encourage consumer participation. Additionally, they adapt their fare to reflect seasonal changes and holiday celebrations. They also created drinks made with fruit juices. No new contact technique was established during the epidemic to respond to changing conditions. They've shifted to a web-based ordering and shipping system. Big data analytics are used to learn what consumers want and to provide a more tailored service (Bager and Lambin, 2020). Legal Factors: As a global corporation, Club Coffee is responsible for adhering to various local, national, and international laws and regulations. Furthermore, it guarantees that the labor rules are being followed. To further encourage Directors and employees to report unethical behavior,

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New Venture Business Plan 10 suspected fraud, or breaches of the company's code of conduct to the relevant authorities, it has devised a whistle-blower policy. There is no harassment of any kind in the workplace at this firm. It also guarantees that issues raised by customers are addressed. The company must follow all relevant rules and regulations while establishing new sites or changing current ones (Civera, de Colle, and Casalegno, 2018). Environmental Factors: There has been a significant rise in people being aware of climate change, and the government has also set several rules to lessen the issue's impact. Therefore, the corporation should place a greater emphasis on eco-friendly goods. Because of monsoon variations, the coffee output varies with seasons (Fadillah, 2019). Stakeholders Analysis Internal stakeholders Shareholders: Shareholders are the individuals and organizations that have made financial investments in a business and are entitled to a portion of the profits and losses. A wide variety of people and organizations are interested in Club Coffee's success (hedge funds and mutual funds). Institutional shareholders have a lot of influence over strategic and non-strategic choices (Kourmentza et al., 2018). Customers: Club Coffee's customers are the company's most valuable shareholders. Customers' spending fuels the coffee behemoth with the income they generate. They also provide

New Venture Business Plan 11 suggestions on how the chain might better serve their needs. Club Coffee has used various tactics to keep its consumers coming back. Also, the fact that it retains so many consumers while serving millions each week speaks much (Murthy and Madhava Naidu, 2012). Employees: Club Coffee's employees are critical internal stakeholders. They work as baristas, shop managers, and even regional executives. By executing their jobs well and contributing to the choices that result in Club Coffee's ability to provide goods and services consumers desire, they can influence the company's success. Regarding company-wide employee satisfaction, Club Coffee has long been considered an industry pioneer. It was one of the first corporations to provide comprehensive health insurance for all its workers, whether they were full-time or not. There is dissatisfaction among certain workers due to the store's lack of staffing, the employees' excessive workloads, the employees' comparatively low compensation, and the customers' aggressive behavior (Rahmatika, 2022). Suppliers: Club Coffee has a vast network of global partners. Growers, dealers, and roasters are all examples of those that supply the industry. The firm has promised to pay a fair price for beans for the foreseeable future and is dedicated to supporting environmentally responsible coffee cultivation methods. However, it has suffered from supply shortages in the United States, much to the dismay of many a parched and caffeine-crazed American public (Schouten, Tappi, and Romani, 2020). External Stakeholders

New Venture Business Plan 12 Competitors: One of the most critical groups outside of Club Coffee is its rivals. Among Club Coffee's numerous rivals are fast food chains like McDonald's and coffee shops like Caribou Coffee and Dunkin' Donuts. It faces competition from more specialized businesses like Peet's Coffee & Tea Company. In terms of store count, Club Coffee dominates the U.S. coffee shop industry (Pascucci, 2018). Local communities: When a new Club Coffee location opens, the company must consider how it will affect the neighborhood. The local coffee businesses may be negatively affected if Club Coffee begins in their area. They may be compelled to shut down or drastically alter their offerings to compete with the chain. Community members may also be concerned about the potential impact on unemployment and other forms of racial inequity (Hamid, 2020). Activist Groups: Activist organizations are key Club Coffee shareholders. Club Coffee has received attention from activists who are both pro and anti-company. Human rights, labor, and animal abuse activists have all demonstrated against the company's outlets. These demonstrations have resulted in legal action against the firm (Mussatto et al., 2011). Government: To a lesser extent, the government of the nation in which Club Coffee operates may impact the company. Because of the potential financial consequences, it must adhere strictly to

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New Venture Business Plan 13 all applicable laws, regulations, tax requirements, and other similar requirements (Rahmatika, 2022). Environment: To do business sustainably, Club Coffee has implemented CSR initiatives. Thanks to the company's CAFE initiative, more trees have been planted on certified coffee farms, improving biodiversity and shade quality. Currently, 90% of Club Coffee's supply comes from CAFE- approved farms. This sizeable number demonstrates that, with room for improvement, Club Coffee is excellently addressing its corporate social responsibility to this stakeholder group (Schouten, Tappi, and Romani, 2020). Investors: Club Coffee, like every company, has to talk to its shareholders. Investors have a vested stake in the success of the business. Club Coffee's growth and sustained domination worldwide and in the coffee shop business indicate substantial financial success. Despite its steep downturn in 2007, Club Coffee has made a full recovery and is once again poised for expansion. Therefore, the company can meet this particular set of stakeholders (Mussatto et al., 2011). Regarding corporate social responsibility, Club Coffee excels in protecting and advancing the interests of its many constituencies. Customers, workers, suppliers, the community, and shareholders are happy with the company's performance. But to maximize environmental advantages, Club Coffee has to enhance its CSR performance and become CAFE-certified at every step of its supply chain. Improving its tax compliance is another way Club Coffee may boost its CSR efforts in communicating with governments across the globe. The company may

New Venture Business Plan 14 also increase rates/wages for young personnel to assure their contentment in marketplaces like New Zealand. These are the three most essential areas in which Club Coffee should improve its corporate social responsibility performance to win over its various stakeholder groups (Lee and Park, 2014). Risk analysis and Resources Risks Analysis Competition: The restaurant and bar sector is highly competitive and subject to consumer trends. Even if we exclude the hot and cold beverage rivalry from businesses like Coca-Cola and Pepsi, which are constantly on the lookout for the newest developing brand names, Club Coffee faces competition from several low-cost suppliers, such as Dunkin' Donuts, McDonald's, and convenience store brands. So, hot items in the market or mergers and acquisitions like the Coca- Cola Costa deal might hurt Club Coffee's bottom line (Candelo et al., 2019). Competition may also be affected by factors such as partnerships. Many Barnes & Noble, Best Buy, and Target shops also have Club Coffee cafes. Maintaining these alliances and preventing competitors from uniting in these channels is critical. Partnerships with suppliers like Walmart, Target, and other retailers, especially online retailers, are crucial to the company's operations and the brand's continued success (Candelo et al., 2019). Variations in the Cost of Basic Materials:

New Venture Business Plan 15 Even Club Coffee knows it's sensitive to fluctuations in commodity costs. The sums spent by the corporation on coffee beans, sugar, milk, and other commodities are staggering. It is protected from being vulnerable to commodity price swings. In the event of a surge in pricing, Club Coffee employs derivative contracts as a safety net. And there's data to back up the claim that these initiatives have helped boost their bottom line (Bager and Lambin, 2020). Exposure to Potential Losses in the Market: Since bottoming out in 2009, the U.S. stock market has risen gradually each year with the economy. Most financial experts are optimistic about the future, and stocks in practically every industry have benefited. However, the bear market risks in 2018-2019 are growing due to the Federal Reserve's intentions to raise interest rates, the market's accumulation of profits over several years, and the increased likelihood of trading volatility. While Club Coffee's beta of 0.63 mitigates some of these dangers, individual bear markets are triggered by various factors, and the cumulative effect of market volatility and other non-standard threats might be disastrous (Davila and Molina, 2015). The Poor Showing of Emerging Markets: There are already numerous Club Coffee in many of the best locations in the United States; thus, the company has invested heavily in expanding into overseas countries. Three different Club Coffee cafés presently stand at the intersection of Shepherd and West Gray in Houston, Texas, where comedian Lewis Black had quipped that he found two Club Coffee cafes just across the street from each other in Texas (Lee and Park, 2014).

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New Venture Business Plan 16 However, domestic saturation isn't necessarily the greatest motivation for going global, and there's no assurance that other markets will have acceptance rates similar to the U.S. Club Coffee Coffee China and Asia Pacific (CAP) represents a significant investment for the corporation, although its plans for the Chinese and Indian markets are still developing. The success of Club Coffee stores in other countries, especially CAP, is of significant interest to investors. At the same time, CAP has had some success with different brands, such as those from Yum! Brands and McDonald's, with its McCafé, are expanding into the same fast-growing areas (Pascucci, 2018). Bottom Line: Some shareholders worry that Club Coffee has reached its pinnacle after years of success. Like other luxury brands, Club Coffee and its investors might feel the effects of a bear market and related economic and expenditure contractions. Since various worldwide markets have varying preferences and adoption levels, new global growth poses a risk. The increased danger exists when expanding from developed to developing markets because of the stark differences in consumer psychology between the two. Despite the potential downsides, investors should be pleased to see that Club Coffee has a three-year beta of 0.63, suggesting that the company would suffer fewer losses than the market. All equity investments, but consumer cyclical in particular, need vigilant tracking of systematic and idiosyncratic market movements to prevent or minimize losses (Reinecke, Manning, and von Hagen, 2012). Resources Brand equity:

New Venture Business Plan 17 An essential part of every successful brand is its brand equity. This is a unique benefit that sets the firm apart from the competition. The impression the brand makes on potential buyers. All of these elements influence the brand's worth. Maintaining a brand's other competitive advantages requires substantial brand equity. There will be less of a connection with customers even if all the other conditions are met because of a lack of brand equity. Club Coffee is well-known for its dedication to its customers. People have come to rely on this brand. Club Coffee has established a unique and potent brand identity thanks to various factors. But Club Coffee has figured out the big picture, leading to increased demand and devoted patronage. Club Coffee has established a solid reputation thanks mainly to the company's focus on its customers. At the same time, it relied not on marketing to "draw" people into its shops but on the superior quality of its goods and the friendliness of its staff (Mussatto et al., 2011). Global presence: Club Coffee's widespread worldwide presence is another of the company's many strengths. The Americas are home to most outlets of this kind. Only 16,559 of the company's 27,339 outlets were located in the Americas. But the brand has also maintained a strong profile in the Asia-Pacific and Middle Eastern markets. At the end of 2017, there were 7,479 Club Coffee locations in the Asia Pacific region. One of Club Coffee' most important markets is the United States (Kourmentza et al., 2018). Customer loyalty: Competition in this industry has only become fiercer with time. Firms that compete with them spend extensively on product quality, customer service, and advertising to attract and retain

New Venture Business Plan 18 more customers. Club Coffee, however, has consistently invested much in creating high-quality products and offering outstanding customer service. Because of these elements, the company has captured people's hearts and earned their loyalty. The end consequence is accelerated expansion, improved sales, and more income (Fadillah, 2019). Supply chain: Club Coffee always ever delivers the highest quality goods to its consumers. It purchases cocoa from some of the most reputable companies in the industry. All the best Arabica coffee in the world is grown at higher altitudes. In addition, the company has established a green supply chain and only buys its coffee beans from environmentally responsible suppliers that deliver the best beans. The company is also dedicated to helping its suppliers achieve independence and maintain a high raw material quality. The organization's consistently excellent quality products and services provided to customers may be due to its dependable and robust supply chain (Civera and Freeman, 2020). Propose Strategy for Developing the New Venture Generic Strategy Club Coffee's secret to success is the general approach of broad differentiation. To succeed under Michael Porter's framework, this tactic calls for setting the company apart from its competitors in the coffee industry. With this distinction, Club Coffee Coffee can emphasize the superior quality and one-of-a-kind nature of its offerings. The company's cafes are distinguished by their commitment to providing customers with only the finest specialty coffee. In any case, Club Coffee Corporation also uses this strategy of broad diversification in its other operations.

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New Venture Business Plan 19 The coffee business, for instance, differentiates itself from rivals by adhering to ecologically and ethically responsible sourcing practices. The consistent rollout of brand-new products and enhanced variants of existing ones also helps the company's food and drink stand out in the market. This philosophy permeates every facet of Club Coffee Corporation. Club Coffee differentiates itself from low-priced rivals like McDonald's and Dunkin' Donuts by providing its customers with a welcoming and comfortable environment (Civera and Freeman, 2020). One aspect of the generic approach of broad differentiation is that Club Coffee will need to constantly innovate to maintain the distinctiveness of its offerings over time. In this approach, the coffee shop's advantage over rivals may erode if other businesses find methods to equal or outdo the coffee shop's distinctive features. Club Coffee is constantly testing new product lines and distribution methods to respond to the market's needs. The company has a broad strategy of differentiating itself by specializing in specific components and products, such as baked goods made without high-fructose corn syrup. Club Coffee Corporation is adapting its supply chain to its general strategy by constantly searching for the most sustainable and finest ingredients. As a result, Club Coffee's overarching business goal is to continually innovate its products and supply chain to maintain a leading position in the industry. The impact of the coffee shop's aspirations for rapid development (Bager and Lambin, 2020). Intensive Growth Strategies Since there are so many opportunities in the industry, Club Coffee employs a broad range of strategies to grow its business throughout the globe. The coffee shop company is actively expanding its business by focusing on new areas and boosting the quality and affordability of its

New Venture Business Plan 20 offerings in existing ones. Club Coffee adjusts the emphasis and percentage of its several aggressive growth plans based on the health of local and regional markets (Candelo et al., 2019). Club Coffee Coffee's aggressive growth strategy centers on penetrating new markets. This strategy supports the company's rapid growth by maximizing profits in existing markets without altering the company's core food and beverage products. Club Coffee may now be claimed by more than 78 different countries and territories! The firm uses market penetration to maximize sales and expansion by opening new company-owned stores or licensed/franchised cafe locations in other regions. The number of Club Coffee locations in developing areas like Africa and the Middle East is rising. However, before the company can sell its coffee in these countries, it must overcome political and sociological barriers. Club Coffee's market penetration- intensive growth approach may benefit from the "4Ps" of marketing or the "Marketing Mix." This includes increasing the company's visibility in target markets via strategic shop placement and advertising (Davila and Molina, 2015). Rapid growth is a secondary goal for Club Coffee, and entering new markets is vital to that plan. To aid in the company's expansion, this strategy will focus on promoting its current food and drink items in areas where they have not yet been successful. By entering new countries like those in Africa and the Middle East, Club Coffee Coffee has increased its product exposure and appeal to a more extensive customer base. The final objective of market development is to increase the number of individuals who purchase the company's food, beverages, and other items (Kourmentza et al., 2018). Intensive Growth and Market Expansion

New Venture Business Plan 21 Club Coffee Corporation uses the generic strategy of wide differentiation to maintain a competitive edge by distinguishing its offerings from the competition using ingredients and preparation methods that give them a distinct, premium appearance. This overarching plan of action includes a wide range of initiatives to provide coffee shops with a competitive edge. Club Coffee has a difficult task when using this generic approach for competitive advantage: it must constantly innovate to remain distinctive and appealing to its core customer base. To sustain its competitive edge and further expansion, the company must innovate faster than other coffeehouse businesses. Club Coffee Corporation's broad differentiation generic approach should be analyzed in more depth to see how the firm can best support ongoing development and expansion by fortifying competitive advantages. In addition to its existing strategy, Club Coffee might use additional generic competitive tactics to further its growth and competitiveness. For instance, narrowing down on a certain market niche may help the parent firm's coffee shop subsidiaries get an advantageous foothold in their respective places. However, the company's premium brand image of its cafes and products may be at odds with the success of the cost leadership generic approach (Mighty, 2015). Specifically, Club Coffee uses the intense growth tactics of market penetration, market development, and product development as part of its broad differentiation generic approach. Many coffee shop niches are becoming oversaturated, but these tactics can help the company grow. Club Coffee also has excellent growth potential in the rising markets of Africa and the Middle East. If they want to expand the coffee shop's client base in these nations, you may try combining market development with aggressive marketing initiatives. One viable alternative is for Club Coffee to adopt a heavy product development expansion strategy to tailor its product offering to the varying tastes of its target markets. Suppose Club Coffee is serious about

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New Venture Business Plan 22 becoming the dominant player in the global coffeehouse sector and related markets for coffee products and consumer goods. In that case, it has to increase its presence there. In addition, the business's potential for actual growth may be bolstered by the plan's emphasis on diversification via expansion into unrelated areas (Kourmentza et al., 2018). Conclusion Institutional shareholders heavily impact strategic and non-strategic decisions. An organization's employees are vital internal stakeholders because of the impact of their work and the recommendations they make to customers. Both pro- and anti-Club Coffee activists have drawn attention to the company. If the company wants to reap the most significant possible environmental benefits from its supply chain, Club Coffee must become certified at every stage. Rates and wages for young workers in developed economies like New Zealand also need to rise. Cost fluctuations in commodities like coffee beans impact the company's bottom line. While Club Coffee's beta of 0.63 helps protect it from some of these risks, the company is still vulnerable to individual bear markets that several events could trigger. Despite the company's continued success, some investors worry that Club Coffee has reached its peak. A threat is posed by the new global growth, as different international markets have other preferences and adoption rates. Despite the risks, investors should be relieved that Club Coffee would see lower losses than the market.

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New Venture Business Plan 23 Reference Bager, S.L. and Lambin, E.F. (2020). Sustainability strategies by companies in the global coffee sector. Business Strategy and the Environment , [online] 29(8). Available at: https://onlinelibrary.wiley.com/doi/abs/10.1002/bse.2596 [Accessed 5 Jan. 2023]. Bianco, G.B. (2020). Climate change adaptation, coffee, and corporate social responsibility: challenges and opportunities. International Journal of Corporate Social Responsibility , [online] 5(1). Available at: https://jcsr.springeropen.com/articles/10.1186/s40991-020-00048-0 [Accessed 5 Jan. 2023]. Candelo, E., Casalegno, C., Civera, C. and Büchi, G. (2019). A Ticket to Coffee: Stakeholder View and Theoretical Framework of Coffee Tourism Benefits. Tourism Analysis , [online] 24(3), pp.329–340. Available at: https://www.ingentaconnect.com/content/cog/ta/2019/00000024/00000003/art00007 [Accessed 5 Jan. 2023]. Civera, C., de Colle, S. and Casalegno, C. (2018). Stakeholder engagement through empowerment: The case of coffee farmers. Business Ethics: A European Review , [online] 28(2), pp.156–174. Available at: https://onlinelibrary.wiley.com/doi/abs/10.1111/beer.12208 [Accessed 5 Jan. 2023]. Civera, C. and Freeman, R.E. (2020). Stakeholder Relationships and Responsibilities: A New Perspective. Symphonya. Emerging Issues in Management , [online] 1(1), p.40. Available at: https://symphonya.unicusano.it/index.php/sym/article/view/13180 [Accessed 5 Jan. 2023]. Costa, B.D.R. (2020). Chapter 3 - Brazilian specialty coffee scenario . [online] ScienceDirect. Available at: https://www.sciencedirect.com/science/article/pii/B9780128147214000032 [Accessed 5 Jan. 2023]. Davila, A. and Molina, C. (2015). From Silent to Salient Stakeholders: A Study of a Coffee Cooperative and the Dynamic of Social Relationships. Business & Society , [online] 56(8),

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New Venture Business Plan 24 pp.1195–1224. Available at: https://journals.sagepub.com/doi/abs/10.1177/0007650315619626 [Accessed 5 Jan. 2023]. Fadillah, M. (2019). REVIEW OF COFFEE MARKETING STRATEGIES IN BUSINESS COMPETITION. SCIENTIFIC JOURNAL OF REFLECTION : Economic, Accounting, Management and Business , [online] 2(2), pp.131–140. Available at: http://www.ojspustek.org/index.php/SJR/article/view/59 [Accessed 5 Jan. 2023]. Falkenberg, J. and Brunsæl, P. (2011). Corporate Social Responsibility: A Strategic Advantage or a Strategic Necessity? Journal of Business Ethics , [online] 99(S1), pp.9–16. Available at: https://link.springer.com/article/10.1007/s10551-011-1161-x [Accessed 5 Jan. 2023]. Hamid, S. (2020). Analysis Marketing Strategy of Coffee Luwak Cikole: A Case Study. Prosiding ICSMR , [online] 1(1), pp.135–148. Available at: http://conference.loupiasconference.org/index.php/ICSMR/article/view/100 [Accessed 5 Jan. 2023]. Kourmentza, C., Economou, Ch.N., Tsafrakidou, P. and Kornaros, M. (2018). Spent coffee grounds make much more than waste: Exploring recent advances and future exploitation strategies for the valorization of an emerging food waste stream. Journal of Cleaner Production , [online] 172, pp.980–992. Available at: https://www.sciencedirect.com/science/article/pii/S0959652617323788 [Accessed 5 Jan. 2023]. Lee, Y.S. and Park, S.Y. (2014). Current Status and Development Strategies of the World Coffee Industry - Focusing on South Korea, Japan, the United States, and European Market-. The Journal of the Korean Society of International Agriculture . [online] Available at: https://agris.fao.org/agris-search/search.do?recordID=KR2015000933 [Accessed 5 Jan. 2023]. Mighty, M.A. (2015). Site suitability and the analytic hierarchy process: How GIS analysis can improve the competitive advantage of the Jamaican coffee industry. Applied Geography , [online] 58, pp.84–93. Available at: https://www.sciencedirect.com/science/article/pii/S0143622815000211 [Accessed 5 Jan. 2023].

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New Venture Business Plan 25 Murthy, P.S. and Madhava Naidu, M. (2012). Sustainable management of coffee industry by- products and value addition—A review. Resources, Conservation and Recycling , [online] 66, pp.45–58. Available at: https://www.sciencedirect.com/science/article/pii/S0921344912000894 [Accessed 5 Jan. 2023]. Mussatto, S.I., Machado, E.M.S., Martins, S. and Teixeira, J.A. (2011). Production, Composition, and Application of Coffee and Its Industrial Residues. Food and Bioprocess Technology , [online] 4(5), pp.661–672. Available at: https://link.springer.com/article/10.1007/s11947-011-0565-z [Accessed 5 Jan. 2023]. Pascucci, F. (2018). The export competitiveness of Italian coffee roasting industry. British Food Journal , [online] 120(7), pp.1529–1546. Available at: https://www.emerald.com/insight/content/doi/10.1108/BFJ-05-2017-0306 [Accessed 5 Jan. 2023]. Pramagista, A. and Wandebori, H. (2021). Propose Business Strategy for Coffee Shop in Indonesia (XYZ Company). European Journal of Business and Management Research , [online] 6(1), pp.90–96. Available at: https://www.ejbmr.org/index.php/ejbmr/article/view/687 [Accessed 5 Jan. 2023]. Rahmatika, R.A. (2022). Exploring Marketing Strategies of Deaf Employing Coffee Shops in the Greater Jakarta (Case Study of Sunyi Coffee and Difabis Coffee). J-MAS (Jurnal Manajemen dan Sains) , [online] 7(2), p.668. Available at: http://jmas.unbari.ac.id/index.php/jmas/article/view/533 [Accessed 5 Jan. 2023]. Reinecke, J., Manning, S. and von Hagen, O. (2012). The Emergence of a Standards Market: Multiplicity of Sustainability Standards in the Global Coffee Industry. Organization Studies , [online] 33(5-6), pp.791–814. Available at: https://journals.sagepub.com/doi/abs/10.1177/0170840612443629 [Accessed 5 Jan. 2023]. Schouten, M.A., Tappi, S. and Romani, S. (2020). Acrylamide in coffee: formation and possible mitigation strategies – a review. Critical Reviews in Food Science and Nutrition , [online] pp.1–

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New Venture Business Plan 26 15. Available at: https://www.tandfonline.com/doi/abs/10.1080/10408398.2019.1708264 [Accessed 5 Jan. 2023].

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