individual research report.docx

individual research report.docx

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individualresearchreport

Coverpage

Tableofcontents

1.0Executivesummary1

2.0Introduction1

3.0Body2

3.1Organizationalchart2

3.2SWOTanalysis3

3.3Industryanalysis（Porter’s5forces）4

3.3.1Threatofnewentry4

3.3.2Buyerpower5

3.3.3Threatofsubstitution5

3.3.4Supplierpower5

3.3.5Competitiverivalry5

3.4Strategiestogaincompetitiveadvantages6

3.4.1Porter’sgenericstrategies6

3.4.2Growthanddiversificationstrategies6

3.4.3Valuechainanalysis6

4.0Conclusion7

Reference7

1.0Introduction

Thisreportistomakeabusinessproposalwithhigherfeasibilitythatanalyzestheseissuesfacedwhenbarrunningandresearchthemarketingcompetitive,whichdemonstratedbytheanalysisofsomestrategiestoolsresearch.Atpresent,thereareagreatmanyofissuesimpactonthedevelopmentandcompetitionofthisbar,suchasthepositionofstrategicgoal,theanalysisofcompetitors,competitiveenvironment,consumergroup,qualityofservicingandproducts,andcostcontrolandsoon.Inordertoefficientlysolvetheseissues,thisreportusesdifferentcompetitivestrategictoolsandtheoriestodealwiththesedifficulties,inwhichtheaboveissuesareanalyzedandsolvedbydifferentways.Inaddition,thepurposeofthisreportistoletbankerhaveconfidencetheirloandecisiononourbusinessproposalthroughthescientificverificationonandeffectivemethods.

2.0Body

2.1Organizationalchart

Thefunctionoforganizationchartofthisbarrunningistodelimitandillustratetheresponsibilityandpowerofrelationshipamongpersonnel,departments,anddivisionsintheorganizationsystem,inwhichtherelationshipsbetweenpersonnelanddepartmentsaredeterminedanditshierarchyisvisualized,thebodiessuchasmanagersandsub-workersareshowed,andrelationshipsbetweenstaffintheorganizationalsocanbedisplayed（DeandMeyer,2010）.Undertherealconditionofthisbar,itsorganizationalchartisdesignedasthefollowingaccordingtofunctionaldepartmentalization.

Figure1organizationalchart

Thisorganizationalchartisshowninthebarasthefigure1,whichmainlyincludesadministrationdepartment,servicedepartment,financialdepartment,salesdepartment,securitydepartment,purchasedepartmentdependontheirresponsibilityandservicingcontents.Buttheactualoperationcanbeincreasedormergedsomedepartmentsdependingonthesizeaccordingtotherealconditions.Butweshouldadheretothe“twono”principles:

nottoestablishthedepartmentwithoutpracticalsignificanceandrole.Itisimporttoestablishgoodcooperativerelationsbetweendepartmentssuchastheshowninthefigure1.Collaborationbetweenvarioussectorstoshowconsiderationfortheoverallmanagement,sothereshouldnotbeindividualistic.Collaborationsbetweendepartmentshaveclearpolicies,anddepartments’functionsareclearlydefined.Inadditiontocooperationrelationship,sometimesthecooperationbetweenvariousdepartmentsrequirestwoormoresectorstocompleteatasktogether,whichrequiresareasonabledivisionoflabor,clearresponsibilities,evensetuptemporaryteams,todevelopdetailedprocesses,andbyscientificandefficientwaytosolveissues.

2.2SWOTanalysis

SWOTanalysisisawidelyusedframeworkfororganizingandusingdataandinformationgainedfromsituationanalysis.Developedasatoolformarketinginwhichinternalandexternalenvironmentarescannedasanimportantpartofthestrategicplanningprocess（Grant,2005）,whichincludesinternalfactorscanbeclassifiedasstrengths（S）orweaknesses（W）,andtheexternalfactorscanbeclassifiedasopportunities（O）orthreats（T）（Tauber,1998）.SWOTanalysisofthisbarcanbeseeninthefollowingfigure2.

Figure2SWOTanalysismodel

Table1SWOTanalysisofbar

Internalfactors

Strengths

Weaknesses

⏹Location:

ithasgoodlocationcanabsorbconsumerstoconsume.

⏹Widerangeofproducts:

itcoversvariousneedsofcustomers.

⏹Stablesupplyofalcohol:

itcankeepsupplychannelisstable.

⏹Weakcustomerbase:

thereputationandbrandisnotstronger,sorecognitionlevelislowerincustomer.

⏹Limitedbudget:

therealcostisbeyondtobudgetonhumanresource,rawmaterial.

Externalfactors

Opportunities

Threats

⏹Morematureagepopulation:

manyofcollegestudentsbecomemoremature.

⏹Moderntechnologies:

itcanreducethecostsonthemanagementprocessandsupplychain.

⏹Strongerconsumerculture:

itmakesconsumersocietyiscomein.

⏹Strongcompetitor:

morecompetitorshavestrongcompetitiveadvantages.

⏹Lowerhouseholdincome:

itwillreducetheearning.

⏹Heavyleveloflicensing:

governmentmakessomeseriouslicensingonbarsector.

Itiseasytoseethatstrengths,weaknesses,opportunities,andthreatsofthisbarfacedareobvious,whichpointsouttheattentionshouldbeinputtedplacewhereneedsrealmeasurestosolveissues.Inageneral,thestrengthsandopportunitiesarebetterthanthethreatsandweaknesses.

2.3Industryanalysis（Porter’s5forces）

Porter'sFiveForcesmodelismadeupbyidentificationof5fundamentalcompetitiveforces（Porter,1981）:

Barrierstoentry,threatofsubstitutes,bargainingpowerofbuyers,andrivalryamongtheexistingplayers.ThissectionanalyzestheindustryconditionsaccordingtoPorter’s5forces.

2.3.1Threatofnewentry

Ifanewbusinesscanbeeasilystartedupinyoursectorwithoutsubstantialinvestment-thenthisisathreat.Barindustryisarelativelyeasytoentertheindustry,inwhichithasnotparticularlytradebarriers,aslongascompetitorhasacertainfundsmayenter,butthesurvivaloftheindustry'scurrentsituationisnotoptimistic,soitmakesbarindustrystatusbecomeseasytoattackandhardtodefend.Andbecauseofhigherprofitsbarindustryattractedmanynewbodiestoenter,whichletthelimitedmarketabsorbagreatmanyofnewenters.

2.3.2Buyerpower

Barindustrytherearemanyofbuyers,theyoftencontrolthebarmarket.Butbecauseuniversitiesbar’sprimarycustomersarestudents,andstudents’consumptionlevelisrelativelylow,sothebuyer’sbargainingspaceissmall.Inaddition,takeintoconsiderationthelocationandcultureofuniversitiesbararespecial,sothebuyer'sbargainingpowerisnotstrongwhichcannotthreatthecompetitiveabilityofthisbar.

2.3.3Threatofsubstitution

Iftherearealotofavailablealternativesthenthethreatofsubstitutionincreases.Forthebarindustry,itsmainalternativesare:

internetbar,cafébar,loungebar,teabar,coffeeshopsandotherleisureandentertainment.Thesealternativesatdifferentagesofconsumershaveacertainmarketshare,buttherearestillsomedifferencesbetweenbarandthesealternatives,andthelatterstillwoulddivertpartofthecustomer,buttheeffectofitisweakbecausecollegestudentsmorelovebar.

2.3.4Supplierpower

Marketswheretherearefewsuppliersmeansthesuppliersretainthepower.Inthebarindustry,themainsuppliersareavarietyofalcoholicandsoftdrinks.Thecurrentdevelopmentofthealcoholmarketisveryhealthy,informationinsuppliersandmarketdemandaresymmetricalandliquormarketcompetitionismoreintense,sothereforethebargainingpowerofsuppliersfordifferentalcoholisnotdifferent.Asmajorconsumergoodsforuniversitiesbararebeer,andthecompetitioninthisindustryisfierce,sothesupplierbargainingpowerisnotstrong.

2.3.5Competitiverivalry

Thesearehighlycompetitivemarketswithmanycompanieschasingthesameworkreducebar’spowerinthemarket.Inessence,thefundamentaltaskofmarketingisbetterthanitscompetitorstomeettheneedsofcustomerstogainmoreprofits.Universitiesbar’smajorcompetitorsarethoseexistingbusinessbarandanumberofalternativeproducts.Foralternatives,becausetheserviceandproductsarevary,sofortheconsumergroupalsohavesomedifferences.Asfortheexistingcommercialbar,ithasthecharacterizedbyahighergrade,strongbusinessatmosphere,especiallythehighlevelofconsumption.Theuniversitiesbar'smarketpositionisthemajorityofthecollegestudents,sobothinpriceandinthewholepubatmosphere,andculture,itismoreclosetothestudentclientele.Socollegebarhasmoreadvantagesinthismarket.

2.4Strategiestogaincompetitiveadvantages

2.4.1Porter’sgenericstrategies

ThisbarcangaincompetitiveadvantagesbyPorter’sgenericstrategies,whichmainlyincludescotsleadership,differentiation,andfocus.Ifthisbarfacesthesameproductswiththesamequality,thenitisnecessarytoadoptthecostsleadershipstrategytogainthemarketing;thenitisimportanttousethedifferentiationstrategydomakethisbarkeepsuniqueandgainhighvalueandhavehighconsumerperceptualvalueinthesamebarindustry（Aaker,1991）;andthelastmeasureisthefocusstrategywhichrightlyusetargetedstrategiessuchascostleadershipordifferentiationtofocusmarketsegmentincludingcollegestudents,teachers,staff,andpeoplenearby.

2.4.2Growthanddiversificationstrategies

Itisimportanttoadoptgrowthanddiversificationstrategiestokeepthecorecompetitiveadvantagesforbusinessactions（Lyon,Ferrier,2002）.Thegrowthstrategiesundertherealpositionandconditionofthisbaruseconcentrationmeasuretoprovidehigherqualityofservicingandproductsfordifferenceconsumersintheuniversityarea.Inordertosolvethelimitedofbudget,itisimportanttousegrowththroughdifferencewaystoabsorbeffectiveinvestors.Inaddition,growthstrategiescanchangethemanagementwayssuchasverticalintegrationtomainthehigherlevelofrelationshipbetweensuppliersanddistributo