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The mission statement of CCT is to encourage and cultivate the human spirit: one individual, one cup, and one community at a time. There are total 213 cafes that are currently operating in all the major cities of India and are owned by Cafe Coffee Time. The cafe Coffee Time is the part of Coffee Time which is Rs. 200 crore ISO 9002 certified. CCT positions itself as a brand name for anybody who likes coffee. CCT's products mix makes up a large variety of items that appeal largely to standard coffee enthusiasts. Considering that CCT's existing customer profile is rather young, their rates are mainly low-cost, and at par with their rivals. Every CCT outlet is run by the owners themselves, and not franchised out to anybody.
Provide the company's mission statement and company introduction.
The mission statement of CCT is to encourage and cultivate the human spirit: one individual, one cup, and one community at a time.
Amalgamated Bean Coffee Trading Company Limited came into being because a family owned some acres of coffee estates in Chikmagalur. This coffee company is commonly known as the Coffee Time. Coffee Time began to export their coffee across Europe, Japan and USA in the early 1990s when there was a deregulation of the coffee board. This tradition of growing coffee had been there since 1875 but it increased a lot in the nineties. 27,000 tons of coffee was exported to these above mentioned countries by Coffee Time in the year 2000 alone; hence, Coffee Time achieved the position of Indian's largest coffee selling brand for the second time in the 7 years since it had first been established. These 27,000 tons of coffee exported by the Coffee Time was valued at U.S. $60 million (The Indian institute of planning and management, 2011).
There are over 48 agents as well as approximately 50 collecting depots, where the coffee is grown and collected from, for Coffee Time. Hassan and Chikmagalur are the two major places where the Coffee Time has the major productions from and more than 70,000 tons of coffee is produced at these two places each year. This makes Coffee Time the biggest coffee producing company in India (The Indian institute of planning and management, 2011).
There is very highly equipped roasting equipment present at the Coffee Time which roasts the coffee beans exactly in accordance with the demands of the costumers under the supervision of professional workers. The most amazing and unique factor of the Coffee Time is that it makes the coffee that it serves itself (The Indian institute of planning and management, 2011).
There are total 213 cafes that are currently operating in all the major cities of India and are owned by Cafe Coffee Time. The cafe Coffee Time is the part of Coffee Time which is Rs. 200 crore ISO 9002 certified (The Indian institute of planning and management, 2011).
3. Provide the company's branding, pricing, and distribution plan.
CCT positions itself as a brand name for anybody who likes coffee. Their items, services and outlets are more like the standard European cafe, where individuals would meet up for the love of coffee, as well as for an intellectual attractive time. They place their outlets as a location "where the world satisfies," and they aim to attract anybody in the 14- 60 age group that likes excellent coffee and tries to find a good peaceful time.
CCT's products mix makes up a large variety of items that appeal largely to standard coffee enthusiasts. Their items themselves are standard items with conventional names. Meals products like croissant, pastas, as well as sandwiches are complimentary to their coffee, and extend an extremely traditional photo of CCT. Their merchandising likewise includes mostly coffee associated items like coffee grains, coffee equipments, and so on.
Assuming that CCT is attempting to target a market whose age variety is in between 18 and 60 years, a price policy attracting this section is tough. Very reduced costs work as a deterrent to some clients who may concern it as a sign of quality, while really high rates cannot be managed by many of the young people. However considering that CCT's existing customer profile is rather young, their rates are mainly low-cost, and at par with their rivals.
Every CCT outlet is run by the owners themselves, and not franchised out to anybody. CCT can hence manage and make fast modifications to its whole retail chain. CCT presently runs in over 100+ outlets all over the nation, and at their existing rate, they are opening a brand-new outlet around every 12 days. They have a market presence in over 25 cities. Mumbai alone hases more than 30 outlets, and the lot of outlets in the city are enhancing at an extraordinary rate.
CCT has a thumb policy for choosing cities and places for the circulation of outlets.
This is a prime aspect in figuring out the success of their retail chain. Nevertheless, CCT Coffee has actually taken on a top down method, wherein they initially determine the cities then select accurate places within its restrictions.
Picking a city: CCT has actually committed significant management time as well as effort in fixating the cities where they are presently located. The option of the cities was based upon the following standards.
Significant populace of execs, pupils and households.
High disposable earnings with individuals trying to find brand-new vistas in leisure as well as higher living oriented principles.
High level or arranged retail tasks.
Rapid socio- financial advancement.
Level of industrial significance (Industrial cities, state capitals and so on).
Lot of instructional facilities and chances for work are in abundance.
Distribution of Stock
The circulation of stock at CCT starts from the coffee grains being sent out abroad for roasting. The roasting occurs in Venice, and the grains are then provided to the major storehouse in Delhi. Stock is then dispersed to the different Regional Storehouses, then to the neighborhood Storehouses. The outlets get their stock from the Regional Storehouses. CCT makes use of a Re-Order Level system for the circulation of their stock.
CCT out sources its transport needs from exterior companies, and presently makes use of trucks as the favorable method of distribution.
4. Provide the IMC and customer satisfaction plan.
In order to develop a customer satisfaction plan the company needs to develop Customer Redress systems (CRS). All businesses, in spite of the extent or the cost of their merchandise, require a valuable policy for organizing customer complaints and questions (Gilly and Hansen, 1992). However, most companies spend 95% of their resources responding to individual complaint and less than 5% analyzing and using them (Adamson, 1993, p.439). Successful "customers redress systems" (CRS) improves a business's status, develops customer assurance and reliability, and interests fresh clientele (Phau and Sari, 2004). According to Adamson (1993), speed of response is consistently identified as being one of the attributes which most influence perceptions of a successful customer response system. The research shows that response time that are less than 4 hours will lead to 70% of satisfaction (Adamson, 1993).
By complaining when they assume they have not been given the right value for their money, customers provide the company a chance to rectify the instant trouble and reinstate favorability (Kim et al., 2003). Preceding research studies have shown that customers who protest about goods and services carry on dealing with the company and purchase the merchandise they criticize-if they consider the objection was solved justly and promptly (Halstead et al., 1993; Singh et al., 1991; Dolinsky, 1994). According to Adamson (1993), the three major root causes of customer problems are staff, company actions and customers themselves. Employee's actions only cause about 20%-30% of problems while company and customer are equally responsible for 70-80% of it (Adamson, 1993). Hence, it is important to have a good complaint handling system.
Gaps in customer expectations and experiences will also be addressed via CRS. Successful "customers redress systems" (CRS) results in augmented selling, superior goods, enhanced performance of workforce, and corporate wealth (Bosch and Enriquez,, 2005). Understanding the general root causes of customer problems can play a major part in maintaining and improving quality levels, as well as keeping the customer loyal (Adamson,1993, p.439). Complaints are a free resource of researching marketplaces (Singh et al., 1991). When appropriately collected, complaint statistics can designate how customers deduce business marketing (Mitchell and Critchlow, 1993); how merchandise and services have been perceived (or not perceived) by the customer (Ross, 1996), how teaching handbooks and other customer data can be enhanced (Wood, 1996), and how goods can be outlined better (Wagner, 1994). To achieve long-term prevention and improvement benefits requires in-depth analysis and correct use of past complaints and results (Adamson, 1993, p.439). Hence, all these factors explained why we need a CRS.
In addition, "customers redress systems" (CRS) may indicate a requirement for improved arrangements of quality management in the manufacturing phase (John et…[continue]
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