Greenland Cafes Relative Position - Example

Business Plan of Greenland’s Cafe Table of Contents The Industry 4 1. Greenland Cafe’s Relative Position 4 2. Prospects and Trends 4 3. of the Economy 5 1.4. Market Trends and Opportunities 5 1.5. Competitors 5 2. The Product 6 2.1. Product Description 6 2.2. Benefits of Product 6 2.3. Protection from Competitors 7 2.4. Competitive Edge of Product 7 3. Marketing Research 7 3.1. Analysis of Customers Questionnaires 7 3.2. Analysis of Market Share 8 3.3. Potential Market Growth 8 3.4. System for Monitoring Growth 8 3.5. Anticipation of Changes in Demand 9 4. Marketing Strategy 9 4.1. Pricing 9 4.2. Targeted Customer Groups 10 4.3. Strategies to Increase Sales 10 4.4. Sales Tactics 10 4.5. Advertising Budgets 11 4.6. Product Improvements 11 5. Processes 11 5.1. Information Flow 11 5.2. Equipment Essential for Efficiency 12 5.3. Quality Control 12 6. Personnel 12 6.1. Curriculum Vitae 12 6.2. Organizational Chart 14 6.3. Role of Management 15 6.4. Training Needs 15 7. Finance 16 7.1. Budgeted Accounts 16 7.2. Cash Flow Forecast 18 7.3. Strategies to Finance Shortfalls 19 7.4. Break Even Position 20 8. Action Plan 22 1. The Industry 1.1. Greenland Cafe’s Relative Position Greenland’s cafe is prospected to become a daily necessity for local coffee addicts. It will be a place to release an individual’s daily stresses of life and will serve to be a place to hang out with friends or to enjoy some lonely time (Tuman and Emmert, 2004). As the demands of superior quality gourmet coffee are increasing, Greenland’s cafe will profit by realizing the demands of consumers and position their business accordingly. It will provide their customers with the best prepared coffee in the locality that will be complemented with cookies, cupcakes and free books so that customers can spend value time in reading them. The cafe will operate a 2,800 square foot coffee bar which will be near to the university of Bratwurst campus (Arnot, Boxall and Cash, 2006). The cafe is prospected to develop its sales revenue in the next four years. It will also observe an increase in the net profits in the same period of establishing the business. The cafe will be designed such that it will be visually eye-catching to the customers and will ensure quick and efficient operations. The marketing strategies of Greenland’s cafe will be to build a strong foundation of loyal consumers as well as to boost the sales of the high margined products like espresso coffee. 1.2. Prospects and Trends The United States coffee consumption is experiencing a steady growth and among them there is an increased growth of the gourmet coffee. Specialist coffee shops are growing in popularity forming a new social tradition and changing the perception of the world and so the new coffee shop is expected to gain huge recognition among masses (Kirsch, Goldfarb and Gera, 2009). Coffee consumers in the Northwest region are observed to be the most demanding ones. They desire fine-brewed gourmet coffee beverages and demand a grand service. The area can serve to be a fine place for coffee business. It will position itself as exclusive coffee bars where its customers can not only enjoy their coffee but also spend some quality time in an ambient surrounding. Food expenses are supposed to be 28% for coffee drinks and 60% for the cookies and retail beans (Kirsch, Goldfarb and Gera, 2009). As the shop will be established near to the university campus, it will state definite sales seasonability with profits a bit decreasing during the university vacations. Greenland’s cafe is prospected to sustain a healthy cash flow position which will permit timely debt servicing and fund accessible for future expansion. In order to respond to the competition from other coffee shops, Greenland’s cafe will expand their menu for serving a wide range of coffee beverages and cookies to their customers. They will also add premium coffee ranges to their menu and transform itself to the premium coffee shop. These trends of the coffee shop are expected to gain attention and preference of a wide range of customers and retain a large market share. 1.3. State of the Economy The US economy is making a great reappear with GDP developing and the rate of unemployment declining. The economy is growing at a rate of 0.2%. The GDP of the US is growing tremendously and the prospects of the coffee business in the country are bright. The market at the end of the year is supposed to expand by 22%. With the growing GDP, the wages of people will rise and there will be fabulous retirement incomes (Rhodes, 2002). It can be stated that the economy is booming and with the increased income of people the spending is also bound to improve. Also, it is observed that there is an increased growth of coffee companies in the country which depicts that the economy will support the new coffee business. 1.4. Market Trends and Opportunities The general trend towards quality among the customers plays a vital role in current growth in gourmet coffee. In addition, such factors desire for minute indulgencies for something more interesting and exclusive to provide a good opportunity for selling in coffee bars. The consumers are expected to visit the coffee shop regularly for its great tasting coffee, quick service and pleasant environment (Linton, 2005). As analysed, consumption of coffee is uniform athwart various income segments, Greenland’s cafe will maintain a competitive price of their products. It is perceived that the coffee with excellent service in a nice setting will support in building a large base of loyal customers. The variety offered by the coffee shops will be liked by the locals as they prefer well prepared coffee beverages which they can devour in a soothing environment. 1.5. Competitors According to the analysis of the market, Eugene coffee shop has a few established snacks and coffee beverages bars with overall sales of $ 14.2 million. There exist few other establishments that offer coffee beverages to their customers and they are most of the Eugene all time service restaurants (Rhodes, 2002). Greenland café’s direct competitors are other coffee outlets that are located near the university campus. These comprise cafe Roma, Selvia cafe and other restaurants that serve coffee. Roma coffee will serve to be one of the major competitors as it has a booming financial position and established promotional and operational practices. Despite of Roma cafes well-established market position, most of the locals prefer smaller independent outlets that offer excellent coffee at affordable prices (Arnot, Boxall and Cash, 2006). Therefore, Greenland’s cafe will position itself as a unique coffee outlet serving best tasting coffee and cookies and also providing cosy atmosphere which established coffee outlets lack. 2. The Product 2.1. Product Description Greenland’s cafe will serve its consumers the most excellent tasted coffee beverages in the locality. This will be achieved by bringing to use the most superior quality ingredients and stringently following preparation procedure. The store layout, menu listings and promotional activities will be centred on maximizing the sales of the top margin espresso beverages. Along with these espresso beverages, infused coffee and teas and in addition some refreshment drinks will be served (Rhodes, 2002). The menu of the coffee shop will be solely focussed on the espresso based beverages such as lattes, mochas and cappuccinos. All the espresso based coffee drinks will be served with whole, skimmed or soy milk. 2.2. Benefits of Product Other than having a superior taste the coffee beverages of Greenland’s café the prepared coffee will have less caffeine content. The coffee shop will serve its customers the most superior quality coffee made from high quality ingredients. Considering the health concerns of the local people Greenland’s cafe will prepare cookies made of oats and will infuse various flavours in it (Arnot, Boxall and Cash, 2006). The customers will prefer the cookies more than the competitors’ high calorie snacks. The coffee beverages and the cookies will be prepared of sustainable materials. There will be a direct link between the producers and the consumers which will generate loyal customers for the coffee shop. Coffee itself comes with many health benefits such as it helps in curing heart diseases, respiratory problems, diabetes and various infections. These heath benefits will be made aware to the consumers so that they consume coffee on a regular basis at Greenland’s café. 2.3. Protection from Competitors Greenland’s café will position itself as a distinct coffee outlet where its consumers along with enjoying a cup of perfectly prepared coffee will get to spend their time in a pleasant environment (Chen, Yao and Kotha, 2009). There will be cosy sofas and chairs, dimmed light and slow relaxing music which will create a soothing surrounding for the consumers and they can relax by getting rid of their stressful life. These strategies will differentiate Greenland’s from its incumbent competitors. The coffee shop will gain a competitive advantage over all the major competitors by keeping its price reasonably low. In addition, customer satisfaction, quality control and variety of add on services like providing free books for reading are the factors that will generate attention of masses (Arnot, Boxall and Cash, 2006). The café will keep its products prices low despite of rising coffee prices which will be hard enough for the competitors to compete. 2.4. Competitive Edge of Product In a market where the demands of the instant coffee are growing faster, Greenland’s cafe will provide customers with products like instant coffee, which will help them to gain a competitive advantage (Chen, Yao and Kotha, 2009). They will source their coffee from sustainable resources and superior quality coffee beans. Also, the cookies will be freshly baked and served to the customers. The coffee beans will be much better than other coffee outlets in the locality. Greenland’s cafe will provide customers with refreshers such as frappuccinos, iced coffee and teas with fusion of various flavours. This menu of products will be distinct from the competitors’ products as they do not offer such variety (Teo and Ang, 2005). Also, Greenland’s cafe will consider the health benefits of their coffee beverages. Coffee drinks such as latte and cappuccino will contain less amount of caffeine in it which will definitely attract a huge mass of customers. 3. Marketing Research 3.1. Analysis of Customers Questionnaires For analysing the attitudes of the local people, a questionnaire survey was conducted. A sample of 50 people was taken and random sampling method was used for selecting the respondents of the questionnaire. By analysing the questionnaire, information was gathered that majority of people prefer to visit coffee shop once a week. Thirty among fifty respondents stated that location of their favourite coffee shop is more than two miles. Twenty among fifty respondents assured that they prefer having cappuccino frequently. Thirty five among fifty respondents stated that they like having cookies along with their coffee. As per the information, majority of the respondents considered paying around $6 at a time for purchasing coffee beverages. Majority of respondents informed that they would like to visit coffee shops that offer discounts to the university students and they also feel convenient to have a coffee house in the college building. A large number of respondents informed that they would like to visit a new coffee shop in their locality (Tuman and Emmert, 2004). 3.2. Analysis of Market Share By implementing various strategies, the market share of Greenland’s is expected to grow constantly. As per the analysis, Cafe Roma appeals 28% of its consumers and Selvia cafe appeals to 15% of its customers and the relative market share will split among other coffee business. With its increased sales in future, the market share of the cafe is likely to increase. The marketing activities will be focussed on increasing marketing share of the coffee bar (Teo and Ang, 2005).Competitive prices of its coffee beverages and products will ensure a steady growth in increasing sales and therefore maintaining a good market share. Greenland’s cafe will cater to their consumers desires which will help them to grow market share in the competitive environment. 3.3. Potential Market Growth The improved saturation and self cannibalising of the US market will make Greenland’s growth strategy more necessary. The coffee bar has a great potential of growth for further expanding into the escalating and emerging market (Teo and Ang, 2005). They will be able to leverage their size, experience, financial performance and efficiencies to generate new market share. Greenland’s cafe will expand their product mix by enterprising into the tea and fruit juices. With these innovative strategies there will be a significant growth opportunities for Greenland’s cafe. By expanding the distribution channels the cafe will be able to bring in more revenues in future. Technological advancements such as introducing Greenland’s app will ease out the access of its products for customers and will drive the business towards growth. 3.4. System for Monitoring Growth An increased sale is one of the important components for monitoring growth. Increased revenue and market shares will also serve as a tool to monitor the cafes growth (Tuman and Emmert, 2004). The growth will also be contributed to the number of technological and product innovations. Obtaining useful data on the performance and by analysing their position with respect to the competitors will help to monitor the café’s growth. Other than products, how efficiently the employees are performing in satisfying consumers and maintaining quality service will evaluate the growth of Greenland’s café (Tuman and Emmert, 2004). Developing growth strategy will be focussed on expansion, ensuring quality services and to increase brand value. Using balanced scorecard will enable managers to get an overview of growth by reflecting on internal business process and customer retention and repeated sales. 3.5. Anticipation of Changes in Demand If Greenland’s cafe increases the prices of its products in future, the demand for the products is likely to decline (Teo and Ang, 2005). Price elasticity method will be used to determine the response of the consumers in the changing market conditions. Consumers’ sensitivity to the price changes in products will be a measure to anticipate demand. Market research will be a vital tool in observing demand changes. Changes in buying patterns of the consumers are an important measure for analysing demands of their products. Increased desire for Greenland’s products is likely to affect the purchasing decisions of the consumers (Kirsch, Goldfarb and Gera, 2009). A booming economy will also be a measure to anticipate demand changes as with the increased income of the consumers the purchasing power of them are likely to increase and therefore resulting to increase in demand of Greenland’s products. 4. Marketing Strategy 4.1. Pricing Greenland’s cafe will use effective pricing strategy to ensure profit maximization. A very low price will be set for the coffee beverages and other products in the initial stages of business which will be hard for the competitors to compete and will draw attention of ample customers (Linton, 2005). High prices will be charged for table service and premium products. Another strategy will be bundling several food items together. Supposing the cafe generally charges $3 for a large cappuccino and $2 for a cookie, than the customers will be offered combo of coffee and cookies in $4. Another pricing strategy will be to offer discounts to their customers to retain loyal customers. 4.2. Targeted Customer Groups Greenland’s cafe will focus its promotional activities on reaching the students and faculties of the university. The people working in the offices that are near to the cafe will be targeted. Teenagers are also among the prospected segments of the locality (Tuman and Emmert, 2004). It has been analysed that these consumers groups are most likely to buy gourmet coffee beverages. The cafe will cater people who desire to get their everyday cup of fine tasting coffee. These customers vary in age and although the location of the cafe will be close to the university campus it will be easier to segment the target market. A lot of university students believe coffee outlets to be convenient studying or gathering place. This will help the coffee bar to create a loyal customers base by targeting these customers (Tuman and Emmert, 2004). 4.3. Strategies to Increase Sales Greenland’s cafe will initiate strategies in increasing sales. There are many benefits of their products and services that have the potential to boost sales. They will pay a huge emphasis on product quality (Rhodes, 2002). Even if the prices of premium coffee beverages are set slightly high than the competitors, it will be possible to satisfy the customers with rich delicious taste of coffee and aroma. Greenland’s marketing strategy will always be centred on creating a soothing place for their customers to relax. These benefits are potential to grab attention of consumers and their sale is likely to hike. Customer satisfaction is another vital concern of the cafe. Excellent service benefits are likely to increase sales. Continuous innovation of new flavours of the cookies and coffee beverages will offer a wide range of variety to their customers which are likely to boost sales (Wind, 2005). 4.4. Sales Tactics Greenland’s cafe counter team will handle the sales transactions. For speeding up the consumer service, at least four employees will be providing services to the customers. Three employees will be in charge of taking orders and one employee will take care of the sales transactions (Wind, 2005).For building a client base, Greenland’s will use banners and fliers, use client recommendations and will be involved in cross promotions with other companies in the locality. In addition, customer retention program will be employed to ensure that the consumers are coming back for repeated purchase and spend more in the cafe than the previous visit. They will keep prices of their coffee products low to increase sales. They will also use variety in the coffee flavours for generating attention of the customers. Advertisements will be given in the nearby university and offices to make them aware of their products and along with that introductory discounts will be offered to people in order to boost sales (Chen, Yao and Kotha, 2009). 4.5. Advertising Budgets The promotional expenses for grand opening of Greenland’s cafe in the locality will consider sum of $3500. Greenland’s cafe will spend $40 thousand in their advertising campaigns. They will advertise by putting banners on university campus, through television media and through newspapers. They will allocate $25 thousand dollars for advertising on television and $15 thousand dollars for advertising through print media (Wind, 2005). 4.6. Product Improvements Greenland’s cafe will continue to improve their coffee beverages and products and will introduce many new varieties to keep drawing attention of their consumers. The quality of the products will further be enhanced with time and once the business grows sufficiently, the innovative tastes as per the liking of the customers will be introduced (Chen, Yao and Kotha, 2009). The side products will be further developed as per the local food preferences which will lead to sales growth. Technological advancements will also be done to improve the efficiency of the preparation team and for ensuring speedy service. New fine grinding machines for improving the quality of coffee will be implemented in the cafe. 5. Processes 5.1. Information Flow The internal information flow within the café will flow from the higher level to the lower level. Information regarding product or operations will come first to the CEO then the information will flow to the restaurant manager or the HR and from HR to shift manager .Then finally, the information will flow from admin to the other team members such as customer service and event service teams (Butt and Sultan, 2011). The role of the team members will just be to contribute towards the objectives of the organization and to follow the commands of the higher levels. If they have some suggestions they can share those in the meetings organized by managers. The external information flow will be the major part of communication of Greenland’s café. This part of information flow will involve dealing with the customers and solving their issues politely. 5.2. Equipment Essential for Efficiency Greenland cafe will use various electronic equipments for preparing coffee and cookies. These equipments will be highly efficient and designed as such to conserve electricity. The espresso machine will operate by forcing heated water through grounded coffee at high pressure (Rhodes, 2002). Safety equipments are required in the restaurant to ensure safety standards. A computer with internet connection, printer and scanner will be required to keep the accounting records, store product details and to keep a track of every sale. Kitchen equipments such as fridge, coffee machine, jugs and other serving equipments will be made available. 5.3. Quality Control Greenland’s cafe will use an attribute quality control system for ensuring quality service to its consumers. The guidelines will be structured in order to verify that the produced cocoa meets environment and social performance at every stage of the supply chain (Arnot, Boxall and Cash, 2006). Environmental and the social problems will be gauged at the farm and at the purchasing centres operated by the producer organizations. It will be ensured that the materials are derived from the sustainable sources for ensuring its quality. Customer service quality, stylish looking stores, product quality and managerial quality will be ensured. Greenland’s cafe will ensure its customers an overall excellent brand experience. It will also maintain quality assurance databases for making sure that the cafe is operating as per quality and health standards (Arnot, Boxall and Cash, 2006). 6. Personnel 6.1. Curriculum Vitae Emanual Dragwidge Position: Sole owner Qualifications: Ten years of experience working as a coffee shop manager for latte. Skilled in providing supervision and support to coffee shop employees, profound knowledge of ensuring a strong and secure environment, Skilled in undertaking financial functions for ensuring that the coffee outlet is self sustaining. Skills: Preparing coffee, cookies and managing human resources. Excels at supervising coffee shop. Proficiency in food and beverages supply ordering and allied database applications. Incredible understanding of coffee preparation and restaurant cleanliness standards. Skills to execute food safety guidelines. Practised at efficiently resolving consumer and vendor issues. 6.2. Organizational Chart Figure 1: Organizational Chart of Greenland’s Café (Source: Linton, 2005) CEO of the restaurant will be at the top position. Under his supervision, will be the technical operations team, the human resource team, sales and marketing department, the finance department, community operations team and the business development department. Under the technical operations department will be the resource and development team. The sales and marketing department will consist of the sales department and the product marketing department. The community operations department will have departments like account management, customer service and event services. The business development department will have partner management department under it (Linton, 2005). 6.3. Role of Management The CEO of the restaurant will be in charge of monitoring all the activities of the departments in the restaurant. His role will be to formulate policies and planning recommendations to the board. He will decide and direct courses of action in operations by employees. The technical operators will monitor the efficient working of the equipments used for cooking purposes. The R& D team’s task will be to ensure smooth operations of the departments and frequent product development (Tuman and Emmert, 2004). The human resource and the admin department will guide and monitor efficient working of the staff and will analyse the recruitment and training needs. Under the sales and marketing department, the sales group and the product marketing team’s primary role will be to generate revenue for the cafe, will increase the brand awareness and drive sales forward. Finance department will keep track of the restaurants financial records and will evaluate the organizations financial performance. Under the community operations team, the customer service department will ensure quality and speedy service to the customers and event services management will ensure the food preparation team, the counter service team are effectively performing their assigned tasks. The business development team will identify and take advantage of the new market opportunities and will explore the marketing and product advancement activities (Tuman and Emmert, 2004). 6.4. Training Needs The training program of Greenland’s cafe will be focussed on providing initial training to the newly hired employees. The essential skills and knowledge for efficiently performing in the café will be provided to the workforce. Through simple tools, skills will be taught on one to one delivery and on job training. The shift supervisor training program will be centred on the essentials of the people management, preparation of new partners, supervisory abilities, floor supervision, cash controller responsibilities and many more (Hormozi, Sutton, McMinn and Lucio, 2002). The program will use a combination of classroom and in store training. The retail management training program will include information on efficient management practices and will also include matters on motivation, delegation, problem solving, performance enhancing and maximizing revenues. The district manager program will be focussed on providing foundational training program that will prepare the managers of the cafe to be successful in their role. This training will be delivered to the managers over a fifteen week period. It will combine paper and online training components, in store talent practice and one to one delivery (Kirsch, Goldfarb and Gera, 2009). 7. Finance 7.1. Budgeted Accounts The projected net worth is expected to increase from $211000 in the first year to $44250 in the third year. The table below shows the projected balance sheet over the three years. Table 1: Balance Sheet Assets year 1 year 2 year 3 Current assets Cash 195357 296357 417647 Inventory 21174 23292 25621 Other current assets 0 0 0 Total current assets 216531 319649 443268 Long term assets 59171 61171 63171 Accumulated depreciation 5401 10901 16401 Total long term assets 64572 72072 79572 Total Assets 281103 393721 522840 Liabilities Current liabilities 31973 Account payable 6701 31948 34834 Current borrowing 38674 3401 100 Total current liabilities 20000 35349 34934 Long term liabilities 58674 16400 12000 Total liabilities 51749 46934 Capitals 130000 Paid in capital -27600 130000 130000 Retained earnings 99000 70000 170000 Earnings 201400 160000 124000 Total capital 260074 360000 424000 Total liabilities and capital 211000 308251 377066 Net worth 211000 318001 442500 It is projected that along with the increase in sales that is from 56700 dollars in year 1 to 83015 in year 2, the net profit is also bound to increase from 1700 dollars to 7615 dollars. The table below shows the estimated profit and loss statements of Greenland’s café. Table 2: P/L Statement 7.2. Cash Flow Forecast As per the chart, it can be analysed that the company will maintain a healthy cash flow position which will ensure timely debt servicing and funds available for business development in future. The table below shows the cash flow statement. 7.3. Strategies to Finance Shortfalls Various options will be considered by Greenland’s cafe in managing finance shortfalls. Various strategies such as short term finance, debt collecting, reviewing procedures, extending terms, selling stocks, invoice finance and reviewing finance will help in dealing with the finance shortfalls in the cafe (Teo and Ang, 2005). A well planned cash flow budget will make Greenland’s aware of the potential shortfalls before the business activities are hampered. The funds available to buy additional stocks can be used to pay suppliers early and demand for discount. Liquidating the stock will serve to be a quick way to have some cash available in difficult times of business. Having control over other expenses can ease out some problems of finance shortfalls. Therefore, frequent reviewing and controlling of the expenses will be conducted to manage financial shortfalls which will ensure smooth running of business (Kirsch, Goldfarb and Gera, 2009). 7.4. Break Even Position As per the analysis of the estimated break even graph, it can be assumed that if it serves 2178 people in a period then it will attain total sales of 32670 dollars. The company will attain breakeven point before second year third period. This can be observed that there is a continuous growth in the net profit over three years (Teo and Ang, 2005). The assumed break even analysis of Greenland’s cafe is shown below. Table 3: Break Even Analysis Break even analysis Year 1 year 2 Year 3   period 1 period 2 Period 3 period 4 Period 5 period 6 Units served 1800 1980 2178 2396 2635 2899 Total sales 27000 29700 32670 35937 39531 43484 Fixed cost 20000 20000 20000 20000 20000 20000 Variable cost 8000 9500 10000 11000 10000 8000 Total cost 28000 29500 30000 31000 30000 28000 Net Profit -1000 200 2670 4937 9530.7 15483.77 Figure 2: Break Even Point (Source: Teo and Ang, 2005) 8. Action Plan Action By when Acquire equipments for establishing business May 2015 Product development July 2015 Employing protective strategy from competitors October 2015 Advertising November 2015 Analysing customers questionnaires January 2016 Analysing market share May 2016 Analysing market growth July 2016 Monitoring growth of business September 2016 Anticipating demand changes November 2016 Ensuring quality control, equipment efficiency and information flow December 2016 Analysing training needs and management roles January 2017 Reference List Arnot, C., Boxall, P. C. and Cash, S. B., 2006. Do ethical consumers care about price? A revealed preference analysis of fair trade coffee purchases.Canadian Journal of Agricultural Economics/Revue canadienne dagroeconomie, 54(4), pp. 555-565. Butt, M. S. and Sultan, M. T., 2011. Coffee and its consumption: benefits and risks. Critical reviews in food science and nutrition, 51(4), pp. 363-373. Chen, X. P., Yao, X. and Kotha, S., 2009. Entrepreneur passion and preparedness in business plan presentations: a persuasion analysis of venture capitalists funding decisions. Academy of Management Journal, 52(1), pp. 199-214. Hormozi, A. M., Sutton, G. S., McMinn, R. D. and Lucio, W., 2002. Business plans for new or small businesses: paving the path to success. Management Decision, 40(8), pp. 755-763. Kirsch, D., Goldfarb, B. and Gera, A., 2009. Form or substance: the role of business plans in venture capital decision making. Strategic Management Journal, 30(5), pp. 487-515. Linton, A., 2005. Partnering for sustainability: business–NGO alliances in the coffee industry. Development in Practice, 15(3), pp. 600-614. Rhodes, C., 2002. Coffee and the business of pleasure: The case of Harbucks vs. Mr. Tweek. Culture and Organization, 8(4), pp. 293-306. Teo, T. S. and Ang, J. S., 2005. Critical success factors in the alignment of IS plans with business plans. International Journal of Information Management, 19(2), pp. 173-185. Tuman, J. P. and Emmert, C. F., 2004. The political economy of US foreign direct investment in Latin America: a reappraisal. Latin American Research Review, 39(3), pp. 9-28. Wind, Y. J., 2005. Marketing as an engine of business growth: a cross-functional perspective. Journal of Business Research, 58(7), pp. 863-873. Read More