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Essay / Research Paper Abstract
This 22 page paper is a strategic plan for Starbucks to develop a new hot, non caffeinated drink in order to appeal to non-coffee drinkers. The paper looks at the company, its background as well as its vision, mission and values, and then undertakes and environmental scan to ensure that the suggested product development strategy suitable. The implementation plan is then put forward, including an outline of objectives, the key success factors, the tactics to be utilized and the financial projections. The paper includes an executive summary. The bibliography cites 10 sources.
Page Count:
22 pages (~225 words per page)
File: TS14_TEstarplanyerba.doc
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Unformatted sample text from the term paper:
Figure 1 Initial investment 21 Figure 2 Operating forecast 22 Figure 3 Break even graph 23 5. Risk Management Plan 23 References 25 1. Executive Summary The proposed plan
is for Starbucks to undertake a product development strategy in order to expand their market to attract potential customers that wish to assumed non-caffeinated hot drinks. The development of a
Yerba Mate drink has a number of benefits, it is a tasty hot drink that has a number of health benefits, and is also well established in South American markets,
indicating a potential for market creation in other countries. The product which fits in well with the existing product lines; it can be produced alongside the existing hot drink range
with only marginal costs incurred, the style of drink including the traditional method of consumption through a metal straw will provide a unique and pleasant experience and with the ability
to source the inputs from South America, utilizing similar processes to those seen with the coffee bean sourcing, this is a product which will be able to support the existing
organizational values. The relative investment is low, requiring an initial investment for research and development and the pilot launch of $625,000. In total, an investment of $2,083,500 will be required,
including the cash flow which will be needed to fund the pilot project before it becomes profitable. It is estimated that the breakeven point will be month ten of the
pilot project, giving a relatively early, reducing opportunity cost associated with the project. Overall, this project may be seen as beneficial, attracting new consumers, with the company adapting to changes
in the marketplace and building on existing core competencies, as well as a backup contingency plan for the product to be launched only in South America, a market where the
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