Transformation Map Research Paper 2022
Added on 2022-09-23
12 Pages4355 Words20 Views
Running head: KOUFU’S INDUSTRY TRANSFORMATION MAP REVIEW 1
Koufu’s Industry Transformation Map Review
Name
Institution
Koufu’s Industry Transformation Map Review
Name
Institution
KOUFU’S INDUSTRY TRANSFORMATION MAP REVIEW 2
Koufu’s Industry Transformation Map Review
Introduction
Aiming to optimize and exploit the growing food service industry in Singapore,
Koufu is determined to increase its investment in assets and resources that may expand its
local and regional shops. Koufu operates as a Singaporean coffee shop that has embraced the
growing technology translates reduced operational and labour costs to increased revenues and
efficiencies. The coffee service provider is poised to benefit from the Industry
Transformation Map (ITM) proposed by the Singaporean Ministry of Trade and Industry.
The Ministry of Trade recognizes that the foodservice industry contributes a significant 0.8%
of the country's growth domestic product and employs an estimate of 160,000 citizens. The
Ministry aims at providing an outline of effective strategies that may function by boosting
companies and firms in the foodservice sector to increase productivity, add value to their
employees, innovate and transform their business formats and expand their ventures
internationally. This paper investigates how Koufu is poised and determined to optimize the
government's initiative to help companies in the foodservice industry sector. As a potential
beneficiary of the government's initiative to boost and improve the food industry sector,
Koufu is poised to align its employees’ activities, practices, and demographics as well as its
management's business initiatives, strategies, and frameworks to suit the anticipated growth
in the foodservice industry. The paper examines, investigates and discusses existing practices
and strategies to adapt to the anticipated inevitable future. The paper also proposes
frameworks and actions that could help the ambitious coffee provider plan and adapt to future
challenges. The paper's concise conclusion will serve to summarize the key points discussed
throughout the research review paper.
Koufu’s Business Strategy, Targeted Customers, and Products and Services
Koufu’s business strategy centres on tapping the new technological developments to
improve its efficiency in the production of services and also to reduce its labour costs. In its
activities, Koufu employs self-ordering systems and tray-return robots to increase its service
efficiency. In the Koufu coffee shop, customers engage with digital self-order systems where
they are needed to make orders and pay through digital equipment. Koufu’s employment of
digital self-service mechanism facilitates quick services and increased efficiency (Liu &
Price, 2011). In their study, Liu and Price revealed that the use of self-service systems in
coffee shops can be attributed to the growth of revenues due to increased efficiency.
Koufu’s Industry Transformation Map Review
Introduction
Aiming to optimize and exploit the growing food service industry in Singapore,
Koufu is determined to increase its investment in assets and resources that may expand its
local and regional shops. Koufu operates as a Singaporean coffee shop that has embraced the
growing technology translates reduced operational and labour costs to increased revenues and
efficiencies. The coffee service provider is poised to benefit from the Industry
Transformation Map (ITM) proposed by the Singaporean Ministry of Trade and Industry.
The Ministry of Trade recognizes that the foodservice industry contributes a significant 0.8%
of the country's growth domestic product and employs an estimate of 160,000 citizens. The
Ministry aims at providing an outline of effective strategies that may function by boosting
companies and firms in the foodservice sector to increase productivity, add value to their
employees, innovate and transform their business formats and expand their ventures
internationally. This paper investigates how Koufu is poised and determined to optimize the
government's initiative to help companies in the foodservice industry sector. As a potential
beneficiary of the government's initiative to boost and improve the food industry sector,
Koufu is poised to align its employees’ activities, practices, and demographics as well as its
management's business initiatives, strategies, and frameworks to suit the anticipated growth
in the foodservice industry. The paper examines, investigates and discusses existing practices
and strategies to adapt to the anticipated inevitable future. The paper also proposes
frameworks and actions that could help the ambitious coffee provider plan and adapt to future
challenges. The paper's concise conclusion will serve to summarize the key points discussed
throughout the research review paper.
Koufu’s Business Strategy, Targeted Customers, and Products and Services
Koufu’s business strategy centres on tapping the new technological developments to
improve its efficiency in the production of services and also to reduce its labour costs. In its
activities, Koufu employs self-ordering systems and tray-return robots to increase its service
efficiency. In the Koufu coffee shop, customers engage with digital self-order systems where
they are needed to make orders and pay through digital equipment. Koufu’s employment of
digital self-service mechanism facilitates quick services and increased efficiency (Liu &
Price, 2011). In their study, Liu and Price revealed that the use of self-service systems in
coffee shops can be attributed to the growth of revenues due to increased efficiency.
KOUFU’S INDUSTRY TRANSFORMATION MAP REVIEW 3
According to Canora & Rench (2015) assert that self-service coffee and snack vending
machines and systems are characterized by higher efficiencies attained by allowing customers
to serve themselves. In Koufu, the automated self-service system enables the customers to
make orders and make service for themselves. Moreover, Koufu also employs tray-return
robots to help its employees to collect trays from the coffee shop’s tables and benches. Koufu
follows the steps of various health centres, train stations, supermarkets, and renowned coffee
shops that have embraced the use of robots in their service provision operations. In their
research paper, Karar, et al., (2019) reveals that the retail sector, healthcare, transport, and
food and beverage sectors had already purchased 10,000 of the Pepper Humanoid robot
model. The customers of the robot model aimed at improving efficiency and easing its
operating activities. Koufu employs the use of robots as its business strategy to increase its
efficiency and reduce operating costs.
Moreover, the company also attempts to reduce operational costs by merging stalls
and using shared kitchens. These strategies enable the company to save labour costs because
available employees can efficiently multitask. For firms, sharing kitchen space facilitates the
saving of operational costs such as rent (Mody, et al., 2019). Moreover, fewer employees
work in merged kitchens and stalls. By sharing its capital assets, the company can save its
resources by significantly reducing its costs.
Although Koufu does not discriminate its customer base, the coffee shop mainly
targets adults and the elderly. The coffee beverage provider recognizes that the main
customers for coffee beverages in Singapore are mainly the elderly. Qian and Xing (2016)
assert that coffee and tea beverages are mainly favored by elderly people. In its attempt to
attract and retain its customer base, Koufu has tried to reduce the technology phobia
experienced by its elderly individuals. Primarily, Koufu strategically employs young talented
individuals to provide efficient products and services to its elderly customers.
Koufu’s primary product is freshly-brewed coffee. The company employs efficient
technology and management practices to provide an enviable customer experience to its
customers. Customers enjoy quality coffee that is served by automated self-service kiosks.
Koufu’s kiosks serve the customers by processing their orders and returning their change.
Therefore, self-service vendors provide ideal service to customers that have never been
served by automated machines. Moreover, the self-service system allows customers to pay
using cashless means, thus reducing inefficiencies faced by customers when they are forced
According to Canora & Rench (2015) assert that self-service coffee and snack vending
machines and systems are characterized by higher efficiencies attained by allowing customers
to serve themselves. In Koufu, the automated self-service system enables the customers to
make orders and make service for themselves. Moreover, Koufu also employs tray-return
robots to help its employees to collect trays from the coffee shop’s tables and benches. Koufu
follows the steps of various health centres, train stations, supermarkets, and renowned coffee
shops that have embraced the use of robots in their service provision operations. In their
research paper, Karar, et al., (2019) reveals that the retail sector, healthcare, transport, and
food and beverage sectors had already purchased 10,000 of the Pepper Humanoid robot
model. The customers of the robot model aimed at improving efficiency and easing its
operating activities. Koufu employs the use of robots as its business strategy to increase its
efficiency and reduce operating costs.
Moreover, the company also attempts to reduce operational costs by merging stalls
and using shared kitchens. These strategies enable the company to save labour costs because
available employees can efficiently multitask. For firms, sharing kitchen space facilitates the
saving of operational costs such as rent (Mody, et al., 2019). Moreover, fewer employees
work in merged kitchens and stalls. By sharing its capital assets, the company can save its
resources by significantly reducing its costs.
Although Koufu does not discriminate its customer base, the coffee shop mainly
targets adults and the elderly. The coffee beverage provider recognizes that the main
customers for coffee beverages in Singapore are mainly the elderly. Qian and Xing (2016)
assert that coffee and tea beverages are mainly favored by elderly people. In its attempt to
attract and retain its customer base, Koufu has tried to reduce the technology phobia
experienced by its elderly individuals. Primarily, Koufu strategically employs young talented
individuals to provide efficient products and services to its elderly customers.
Koufu’s primary product is freshly-brewed coffee. The company employs efficient
technology and management practices to provide an enviable customer experience to its
customers. Customers enjoy quality coffee that is served by automated self-service kiosks.
Koufu’s kiosks serve the customers by processing their orders and returning their change.
Therefore, self-service vendors provide ideal service to customers that have never been
served by automated machines. Moreover, the self-service system allows customers to pay
using cashless means, thus reducing inefficiencies faced by customers when they are forced
KOUFU’S INDUSTRY TRANSFORMATION MAP REVIEW 4
to pay using cash transactions. On the other hand, the presence of tray-return robots in Koufu
presents unforgettable experiences to its customers. The idea that a robot can operate to serve
a customer is still exciting to many customers.
Impact of the ITM on the Workforce Planning of Koufu
The strategies and initiatives mapped in the food services ITM aim at improving the
efficiency and productivity of the food services industry. Endorsed by Singapore’s Ministry
of Trade and Industry, ITM aims at mapping out strategies in four key areas namely: the
innovations with new business formats and the transformation of existing business models,
the adaptation of technology that helps in driving productivity for food service production,
value addition and re-skilling employees in the food services sector and internationalizing
Singapore's food service companies. Koufu aims at benefiting from the ITM strategies to
benefit from the positive outcomes anticipated in the foodservice industry.
The first ITM to the foodservice industry focuses on helping hotels, restaurants and
catering shops to design innovative business formats and models. Although Koufu is in the
process of transforming its traditional business model, the coffee service provider is likely to
completely change its business model, especially on the hiring of a new workforce.
Considering that innovation and invention are mainly attributed and associated with young
and talented youths. Innovation in the foodservice industry is a cornerstone of the overall
improvement and growth of the industry in general (Bayadilova, et al., 2020). Courtesy of
their talents, skills, and creativity, the participation of the youth in research and formulation
of new and effective business formats and models (Akom, et al., 2016). To benefit from the
ITM strategy, Koufu must ensure that it employs skilful, creative and innovative youths to
help the company survive in the future. The youthful workforce may help elderly clients to
operate digital machines in Koufu’s numerous coffee shops.
The adaptation of appropriate technology in the foodservice sector as suggested by the
ITM will also have a significant impact on the workforce planning of Koufu. Koufu needs to
increase its human resources in the field of research and technology. The increasing number
of customers in the foodservice industry necessitates individual companies in the sector to
invest in technology research (Kaur, 2017). According to Kanyana et al., (2016), fast-food
restaurants need to prepare for the forthcoming growth in the industry by embracing
appropriate technology and research. Koufu, therefore, is obligated to plan to employ more
staff to deal with technology advancement. For instance, the company is likely to look
to pay using cash transactions. On the other hand, the presence of tray-return robots in Koufu
presents unforgettable experiences to its customers. The idea that a robot can operate to serve
a customer is still exciting to many customers.
Impact of the ITM on the Workforce Planning of Koufu
The strategies and initiatives mapped in the food services ITM aim at improving the
efficiency and productivity of the food services industry. Endorsed by Singapore’s Ministry
of Trade and Industry, ITM aims at mapping out strategies in four key areas namely: the
innovations with new business formats and the transformation of existing business models,
the adaptation of technology that helps in driving productivity for food service production,
value addition and re-skilling employees in the food services sector and internationalizing
Singapore's food service companies. Koufu aims at benefiting from the ITM strategies to
benefit from the positive outcomes anticipated in the foodservice industry.
The first ITM to the foodservice industry focuses on helping hotels, restaurants and
catering shops to design innovative business formats and models. Although Koufu is in the
process of transforming its traditional business model, the coffee service provider is likely to
completely change its business model, especially on the hiring of a new workforce.
Considering that innovation and invention are mainly attributed and associated with young
and talented youths. Innovation in the foodservice industry is a cornerstone of the overall
improvement and growth of the industry in general (Bayadilova, et al., 2020). Courtesy of
their talents, skills, and creativity, the participation of the youth in research and formulation
of new and effective business formats and models (Akom, et al., 2016). To benefit from the
ITM strategy, Koufu must ensure that it employs skilful, creative and innovative youths to
help the company survive in the future. The youthful workforce may help elderly clients to
operate digital machines in Koufu’s numerous coffee shops.
The adaptation of appropriate technology in the foodservice sector as suggested by the
ITM will also have a significant impact on the workforce planning of Koufu. Koufu needs to
increase its human resources in the field of research and technology. The increasing number
of customers in the foodservice industry necessitates individual companies in the sector to
invest in technology research (Kaur, 2017). According to Kanyana et al., (2016), fast-food
restaurants need to prepare for the forthcoming growth in the industry by embracing
appropriate technology and research. Koufu, therefore, is obligated to plan to employ more
staff to deal with technology advancement. For instance, the company is likely to look
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