Department of Industrial Engineering University of Stellenbosch

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Business Development
Student’s details

Jennifer’s Hamam 1
Contents
Introduction......................................................................................................................................1
Q 1 business model development....................................................................................................1
Marketing mix.............................................................................................................................3
Question 2: SWOT analysis of Jennifer’s Hamam..........................................................................4
Growth strategies for Jennifer’s Hamam (Porters 3 generic strategies)......................................7
Cost leadership:.......................................................................................................................7
Differentiation..........................................................................................................................8
Question 3: Greiner’s Growth Model.............................................................................................8
Question 4: Jennifer’s leadership....................................................................................................9
Leadership theories....................................................................................................................10
Conclusion.....................................................................................................................................10
Bibliography..................................................................................................................................11

Jennifer’s Hamam 2
Introduction
Jennifer Gaudet, a Canadian entrepreneur, and textile designer planned to develop a new
business venture in the farmland of Anatolian, turkey which is a place which numerous tourist
routes, close to historic attractions, the supply of freshwater, and rich in organic agriculture
production including cotton. Jennifer Gaudet intended to redevelop the dying skills of weaving
by giving primary concern on teaching skills of local women through school, producing
handloom to sell on her shops and showroom and developing a 25 rooms homestay with luxuries
experiences and high charges to manage revenue generation streams.
This is a case-based marketing analysis and business development study, which encompasses
business plans including key partners, key activities of the business, the value proposition of the
business, customer relationship, key resources, revenue generation streams, and marketing mix
analysis of the business. This study also discusses SWOT analysis of Jennifer’s Hamam and
leadership and growth strategy for a Jennifer’s Hamam business.
Question1: Business model development

Jennifer’s Hamam 3
Key partnerships
 Local
women
 Tourist
 the
community
of weavers
employees
 Local
farmers as
suppliers
Key activities:
 Handwavi
ng of
cloths
 Providing
a luxury
hotel stay,
 Education
and skills
proving
through
school
Value
proposition:
 luxuries
and
premium
experience
 Organic
and
handloom
premium
quality
 Educationa
l and skills
to women
Customer
relationships
 Mouth
publicity
 Faceboo
k
 Instagra
m
 Trip
advisor
 Make
my trip
Customer
segments
 Design
ing
schools
and
textile
institut
ions
 High-
income
group
 Interest
: short
day
trips
Key resources:
 Human resources
 Wide land area
 Weaving tools
Channels
 Social
media
 Ecomme
rce
website
 Brand
website
Revenue
streams: sources
of income for
each segment
 Education project
 Homestay
 Shops and showrooms by selling handloom furnishings
In the new business venture model development, Jennifer will approach premium class
customers who want luxuries stay with traditional backgrounds. The target segments for
homestay are people who are planning five days holiday package, Excursions and trips (half-day
booking) and elite groups that do booking in groups like students from fashion institutions.
Jennifer is providing a sustainable and luxury homestay, handloom weaving furnishing and skills

Jennifer’s Hamam 4
and educational development school for the women of the farmland of Anatolian Istanbul,
Turkey. Jennifer is planning to sell hand weaving products on her existing shops and showrooms
which are located in the Turkish market.
Marketing mix
The first targets segment for the luxuries products and services of Jennifer’s Hamam are high
spending people in late thirties to sixties are looking for luxuries the customized village and farm
stay with pools, spas, maids with flexibility and privacy and elite groups such as textile and
fashion schools students. For pricing strategy Jennifer looking for a premium class to pay a high
amount for luxuries services. Although there is the typical pricing for homestays in Turkey is
$60 to 100 per night. Jennifer also has to adopt discounted pricing offers to attract elite groups.
Jennifer is offering eco farm stays located in South Eastern Anatolia within half circled mountain
ranges near the river to provide natural and traditional experience with luxuries touch. For the
promotional strategy, Jennifer has planned to adopt various online booking websites such as
Tripadvisor, tie-ups with various travel agencies, and mouth publicity (Durie, 2017).

Jennifer’s Hamam 5
Question 2: SWOT analysis of Jennifer’s Hamam
Strengths
 Jennifer’s Hamam is offering Turkish
rich cultural, traditionally made textiles
experience.
 Jennifer’s Hamam is offering a wide
range of activates to attracting groups of
people with similar interests from
around the globe.
 The shops are in Arasta Bazaar in
Istanbul and the showroom is also
nearby the market, which is near to
Blue Mosque and big tourist attractions.
 Good market capture with nearly 70
stores and global export.
 The location of shops also has strategic
importance because it is a trading
crossroads of East and West tourists,
 An enormous range of products like
traditional carpets, textiles, ceramics,
jewelry, utensils and craft goods.
 Good customers face to face
relationship.
 Products availability as per customers’
Weakness
 Jennifer is a Canadian, so Turkey's
culture and traditions are new for her
business.
 Jennifer’s Hamam is offering traditional
handmade products that take more
producing time as compared to a
machine producing products that tend to
offer a limited range of variety at a
time.
 Handloom products are expensive, so
attracts only premium class people.
 In the modernization era, people are
losing interest in traditional and
handloom products.
 Jennifer’s Hamam has no open
promotional strategies for sell
maximization, Jennifer’s Hamam is
depending on mouth publicity and
customer’s reviews based promotion.
 She has direct customer base sale which
reduces the chances of sales

Jennifer’s Hamam 6
needs and wants.
 Offers an insight of traditions and
heritages with products
maximization.
The country has political instability
which direct affects to tourism business
of the country and affects economic
growths including Jennifer’s business
adversely.
Opportunities
 Jennifer’s Hamam is offering traditional
hand weaving products which are the
only choice for many Turkish people or
people from the globe.
 Quality control over the products and
services offers by Jennifer's Hamam is
makes her enable for new business
ventures and business expansions.
 Jennifer Hamam chooses Turkey for her
business which has a traditional rich
culture besides the land of handloom
weavers which make available skills
employees for the handloom
production.
 Turkey is a land of rich agriculture and
has a significant contribution to world
Threats
 The biggest threats to the products of
Jennifer's Hamam are getting being
copied by other companies.
 Machine loom produce more quality
with less time than to handloom
products which are a major attraction in
presents days
 Premium and high price strategy for the
product is also a threat for the business,
customer can get the same quality
product at less price.
 In today's e-commerce and digital
marketing era, avoiding online business
play is a threat to the business.

Jennifer’s Hamam 7
total agriculture production including
cotton which is a base of the textile
business.
 Good market capture through existing
stores and global exports.
 The refugee population also lives
nearby the Arasta Bazaar which is also
supporting Jennifer’s business.
The above SWOT Analysis of Jennifer's Hamam reveals that superior quality with offering
Turkish rich cultural traditionally made and wide ranges of products, market location, and global
exports, good publicity and public relations are the biggest strengths of Jennifer's Hamam
business (Jennifers hamam website, 2019). Besides, choosing Istanbul for the business venture is
also provides an opportunity for the business because the country is rich with culture and
traditional as a well good tourist attraction with Blue masque that provides plenty of chances for
business growth. Apart from these, Turkey is a country with rich agriculture that provides the
raw material for the business and as a land of traditional weavers, makes enable the business to
get skilled employees easily. Although the Jennifer's Hamam textile business is running
successfully with lots of strengths and expansion opportunities, however pricing strategies,

Jennifer’s Hamam 8
political instability in the country, lack of digital marketing and decreasing people’s interest
towards traditional weaving textile are some points to consider while expending the new
business for Jennifer’s Hamam.
Growth strategies for Jennifer’s Hamam (Porters 3 generic strategies)
The developed growth strategies for the new business venture, Porters' 3 generic strategies model
is very helpful. For the new business growth company can adopt cost leadership, differentiation
or focus (cost and differentiation) (IFM, 2019). From the SWOT analysis of Jennifer’s Hamam
business cost leadership and differentiation business growth strategies have been identified for a
new business venture of Jennifer intended to start.
Cost leadership:
The cost leadership strategy tends to identify to industry determines to increase the profitability
of the business or profit maximization of the business in the industry (Kurt & Zehir, 2016). The
chosen location for the business in South-Eastern Anatolia, which is a rich agriculture land farm
that makes enables to get easy access to resources and procurement for the business. Turkey is a
producer of good quality of organic cotton with other agriculture products as well. The
availability of cotton is a fundamental need for the textile business. Besides South Eastern
Anatolia is a home of traditional weavers that helps to provide skills employees for the business.
The place that has been chosen for the new business by Jennifer is farmland located in half
circled of the mountain range near to a river with gives a great view to guests who want to
explore rural and traditional handloom culture and want to spend leisure away from the urban
lifestyle. This also makes easy availability of learners who wants to develop weaver skills which
will helpful for school development that leads to approval of government funding and loans as

Jennifer’s Hamam 9
well. Thus, the cost leadership strategy will be helpful for Jennifer's Hamam new business
venture (Valipour et al., 2012).
Differentiation
The products offered by the Jennifer’s Hamam give unique luxuries experience. For the new
business venture, Jennifer planned to deliver a luxury homestay for the people who prefer high
quality in return for premium prices. In the textile segment, the pestemal (towels) offered by the
Jennifer’s Hamam are highly observant, soft and smooth. The new business venture is also
offering craft skills of spinning, dyeing and weaving beautiful and traditional textiles and new
idea for training the women for weaving skills also will be a good revenue-generating source for
the business (Tripes et al., 2014). For business initiation, Jennifer has planned to invest 20million
dollars. By offering tourists or guests the chance to collaborate in the activities of the school and
the farm as an interesting cultural holiday experience in a luxurious but sustainable setting she
might be able to generate a substantial revenue stream.
Question 3: Greiner’s Growth Model
The Greiner’s organisational growth model discusses different phases that a business goes
through as it grows such as creativity, direction, delegation, coordination and collaboration
(Viljoen, 2016). Business experiences some crises with each growth phase and major with major
organisational changes at the growing stage of the business such as leadership crisis, autonomy,
control, red tape, and alliances. A business needs to develop some strategic plans and have to
take strategic decisions to come over to growth crises (TMO, 2019).
To identify the business growth of Jennifer’s Hamam Greiner’s organisational growth model
plays a crucial role. As per the given information in the case study, the business organisational
namely Jennifer's Hamam has been identified as on there are abounded opportunities in the

Jennifer’s Hamam 10
external business environment of the Jennifer’s Hamam business organisation (Akter &
Abdullah, 2018). like highly availability of cotton or raw material, and skilled employees for
textile business and handloom production, increment in tourism by 21% in the year 2018,
political stability after 2017, changing behaviour trades of people towards tourism, and
influence of social media and unique product concept push the business towards collaboration
growth stage of business. Although this stage of business requires close supervision and control
because in new business ventures Jennifer’s Hamam is offering three streams, as handloom and
textile products, homestay and skill development institutes which different streams are difficult
to control (Mindtool, 2019).
Question 4: Jennifer’s leadership
Leadership in a business is a key success factor. Organisational growth and success are directly
influenced by the leaders of the organisation. For the succusses and growth of Jennifer’s Hamam
the role of Jennifer is very important. Jennifer Gauded is an ambitious leader and entrepreneurs,
who have good communication and social relationship development skills, she has good
communication and face to face interaction with her customers, apart from selling the products
she also delivers knowledge about the culture, and heritage of the country, crafts, handloom
traditions. With great men leadership traits, Jennifer Gauded successfully developed her business
in Turkey. Besides Jennifer also has g good ability of risk-taking (MADANCHIAN et al.,
2016 ). To provide quality products she has decided to open and skill school with a farm stay
home as a source of revenue.
Leadership theories
Leadership in every business plays a key role. There are various leadership style exists to
develop a business venture and lead organisational growth and success. According to an article

Jennifer’s Hamam 11
published in Harvard Business Review females leaders are more competent than their male
counterpart’s leaders. Women leaders have conquer in soft skills and emotional intelligence that
give a key competitive advantage for the organisational growth (Zheng et al., 2018).
Various research and research articles also emphasize on the leadership styles of men and
women. Studies revealed that women leaders tend to more creative and set highly organisational
goals (Sfantou et al., 2017 ). Studies suggest various leadership theories such as Great Man
leadership Theory, Behavioural Theories, Contingency Theories, Transactional Theories,
Trait Theory, and Transformational Theories (Khan. Ullah & Nawaz, 2016).
In the business growth of Jennifer’s Hamam the Jennifer had followed great men leadership
theory, and put had work and efforts for the success of the business like creativity, public and
social relations through face to face interaction with customers and good analytic skills to do
proper research and market analysis through various tools for business expansions.
But for the new business development and expansion of new business ventures, Jennifer needs to
adopt a transformational leadership style. Although Jennifer is planning her business for majorly
three streams which need more managerial control, which is difficult to manger herself alone and
she has to deliver the control to other appointed managers. By adopting a transformational
leadership style, Jennifer can develop her attitude in the mangers too for the success of the
business. A transformational leadership style also leads to trust and confidence employees and
encourages the employees to do the best for the organisational growth.
Conclusion
This study concluded that an ambitious textile designer is successfully running her chain of
hand-weaving, rugs, towels, and robes with offer high quality at a premium price. But the
decreasing interest of suppliers towards handloom pushed her to rebuild the loom tradition and

Jennifer’s Hamam 12
planned to start a skilled development school with a luxury farm homestay as another stream of
revenue generation. This study discussed that quality control, good customer relationships,
maintain a premium price for the product, location, and environment opportunities, and great
men leadership of Jennifer and critical and analytical ability of played Jennifer a significant role
for the success of Jennifer’s Hamam business, development of the new business venture.
Bibliography

Jennifer’s Hamam 13
Akter, A. & Abdullah, A.M.M., 2018. An overview of Turkish textiles and clothing industry.
[Online] Available at: https://www.textiletoday.com.bd/overview-turkish-textiles-clothing-
industry/ [Accessed 31 December 2019].
Durie, A.D., 2017. MARKETING STRATEGIES OF TEXTILE COMPANIES: THE CASE OF
SELECTED. Phd These Report. Pretoria: UNIVERSITY OF SOUTH AFRICA UNIVERSITY
OF SOUTH AFRICA.
IFM, 2019. Porter's Generic Competitive Strategies (ways of competing). [Online] Available at:
https://www.ifm.eng.cam.ac.uk/research/dstools/porters-generic-competitive-strategies/
[Accessed 31 December 2019].
Jennifers Hamam website, 2019. Towel History. [Online] Available at:
http://www.jennifersHamam.com/history-of-towels.html [Accessed 31 December 2019].
Khan. Ullah, I. & Nawaz, A., 2016. A COMPARATIVE ANALYSIS OF LEADERSHIP
THEORIES: A REVIEW. Gomal University Journal of Research, (4), pp.20-31.
Kurt, A. & Zehir, C., 2016. he Relationship between Cost Leadership Strategy, Total Quality
Management Applications and Financial Performance. Encyclopedia of Production and
Manufacturing Management, 17(1), pp.97-110.
MADANCHIAN, M., HUSSEIN, N. & NOORDIN, F., 2016 . Leadership Theories; an
Overview of Early Stages. Recent Advances in Energy, Environment and Financial Science,
pp.198-201.
Mindtool, 2019. The Greiner Curve Understanding the Crises That Come With Growth. [Online]
Available at: https://www.mindtools.com/pages/article/newLDR_87.htm [Accessed 31
December 2019].

Jennifer’s Hamam 14
Sfantou, D., Laliotis, A. & Patelarou, A., 2017. mportance of Leadership Style towards Quality
of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5(4), p.73.
TMO, 2019. Managing Growth – 5 Phases of Growth. [Online] Available at:
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Tripes, S., Komarkova, L., Pirozek, P. & Dvorak, J., 2014. Determinants of a Successful
Differentiation Strategy. In European Conference on Management, Leadership & Governance,
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Product Differentiation Strategy. Journal of Asian Business Strategy, 2(1), pp.14-23.
Viljoen, A., 2016. Developing Stage Theory: An Industrial Management approach to validate an
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Industrial Engineering University of Stellenbosch.