YPC International College: Tealive F&B Industries Management Report

This report offers a comprehensive management analysis of Tealive F&B Industries. It begins with an executive summary outlining the company's history and success factors, including its unique approach to the beverage industry and its marketing strategies. The report then delves into the compan...Read More

YPC INTERNATIONAL COLLEGE
BA (Hons) Business Management
INDIVIDUAL COURSEWORK
Coursework 2
Fundamental Of Management
4054YPCBM
PROF MOOI
BBM2004142
935696

Contents
1 executive summary............................................................................. 1
2 (a) What is are the main industryies in which the company competes?
2
2.1 (b) What business-level strategy does the company seem to be
pursuing in this industry? Why?..............................................................2
2.2 (c)What corporate-level strategies is the company pursuing?
Why? 2
2.3 (d) Have there been any major changes in its strategy recently?
Why? 3
3 a. What kind of organizational structure does the organization use? If
it is part of a chain, what kind of structure does the entire organization
use?............................................................................................................ 4
3.1 (b) How many levels are there in the organization’s hierarchy?....5
3.2 (c ) Describe the span of control of the top manager and of middle
or first-line managers..............................................................................5
3.3 (d) What are the principal integrating mechanisms used in the
organization? Do they provide sufficient coordination among people and
functions? (5).......................................................................................... 6
4 (a) What sources of power do the CEO of this organisation has? Does
the leader have enough power to influence his or her followers?..............7
4.1 (b) What kinds of behaviors did this leader engage in? Were they
appropriate for the situation?.................................................................7
4.2 (c) From what you know, do you think this leader is a task-
oriented leader or a relationship oriented leader? How favorable is this
leader’s situation for leading?.................................................................7
5 At what levels does control take place in this organization? (5)..........8
5.1 Which output performance standards (such as financial measures
and organizationalgoals) do managers use most often to evaluate
performance at each level? (10).............................................................8
5.2 How formalized is the organization? Do employees receive a book
of rules to teach them how to perform their jobs? (5).............................8
5.3 What kind of culture does the organization have? What are the
values and norms? What effect does the organizational culture have on
the way employees behave or treat customers? (5)...............................9
6 CONCLUSION...................................................................................... 10

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1 executive summary
An organisation would I like to research is Tealive F&B industries. Tealive has its own history which
explained its success in beverage industry. The goal of this marketing plan is to outline the strategies,
tactics, and programs that will make the sales goals outlined in the Tealive. In 2017, La Kaffa
International parent company of Chatime decided to terminate its agreement with Loob Holdings
founder Bryan Loo. However, LoobHoldings bounce back within six weeks and announce its new
brand called Tealive. Tealive, not focusing on a bubble tea alone, because only 9% of its drinks came
withbubbles which makes Tealive unique. Tealive vision is to cultivate a modern drinking culturerather
than limit to the bubble tea alone so, it is also come with variety types of tea base. Thatmust be the
answer to an increasing demand of Tealive nowadays. About 165 Tealive outlets andit had direct
control 80% of its outlets because over the years Tealive didn’t follow thefranchising model. The
remaining control handle by close-knit such as cousins, relative, in-laws,childhood friends and
university friends. In 2019, there are over 250 Tealives outlets in Malaysia.Marketing has play a vital
role in the success of Tealive. Currently, Tealive have built abrand around the services it offers by
heavily promoting itself through social media such as Facebook, Instagram, Youtube, etc. Marketing
efforts also used to attract potential customer toenters Tealive as well as to sustain customer with
intention of repeat purchase. A strong emphasiswill be put on keeping customers and building brand
loyalty through programs focused onstaffing, experience, and customer satisfaction.
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2 (a) What is are the main industryies in which the company competes?
tealive is the premier roaster, marketer, and retailer of speciality coffee in the world, operating
in 65 countries they also sell fruits beverage.
2.1 (b) What business-level strategy does the company seem to be pursuing in this industry?
Why?
business-level strategy does tealive company being pursuing in beverage industry is cost
leadership The cost-leading enterprise-level strategy is a strategy used by companies to improve
efficiency and reduce production costs to make them lower than the industry average or the level
of competition in the region. In other words, a company charges a lower price for its products than
other companies in the same industry, which is the cheapest of its kind. Consumers are becoming
more aware of the options they can choose. They are often looking for ways to increase their
purchasing power. One way to attract their attention is to use a pricing strategy that no one else has
used-a pricing strategy that customers simply cannot refuse. Using this business strategy can
provide you with a stronger value proposition, thereby bringing you more business.
Tealive are constantly evolving and looking for ways to innovate and improve (bryan, 2019). To
build the center, Tealive has invested a great deal of their assets and resources into setting it up,
which now also serves as a retail technology research development to ensure that business
operations remain in good shape, for all the Tealives worldwide. In fact, the centre will still see
more development and funds pumped into it moving forward. This is in a bid to surpass customer’s
expectations by delighting them
2.2 (c)What corporate-level strategies is the company pursuing? Why?
Company Tealive pursuing coporate-level strategies is Expansion Strategy because We used to be
very much focused on the domestic expansion but moving forward most of our investment will be
allocated towards local and international expansion (bryan, 2019).In fact, their expansion has been
put in the front and center for the brand for the next three years. By 2020, the brand hopes to
“unlock” 15 countries.
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2.3 (d) Have there been any major changes in its strategy recently? Why?
yes, there been major changes in its strategy based on their product, shop and customer service. By
year’s end, Tealive will have close to 175 stores in Malaysia, and 4 in Vietnam. Other than that,
Bryan Loo, the CEO of Loob Holding, has also revealed that we’ll be seeing more Tealive drive-
thru’s and petrol station kiosks in 2018, in the homegrown brand’s bid to become a household
brand. For those who don’t live in populated city areas, “We have invested in our own Tealive
truck allowing us to supply and conduct beverage sampling at rural areas and event spaces,” said
Bryan Loo.During the transition, 161 franchisees chose to follow Bryan Loo and switch into
Tealive and having many franchisees choose to stay with him perhaps helped Tealive’s
assimilation into the local consciousness.
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3 a. What kind of organizational structure does the organization use? If it is part of a chain,
what kind of structure does the entire organization use?
Organization is a function of management. It follows a plan. Through other means, people are
concerned about the ability to define role positions, related tasks, and coordination between
permissions and responsibilities to achieve organizational goals. For starters, Tealive provides
business opportunities for those interested in starting a business. As we all know, Tealive has two
types of branches, either as small newsstands to start their business, or they become popular
through online stores. This kind of opportunity is a good opportunity for entrepreneurs. Then, these
entrepreneurs are called partners of LOOBHolding. LOOB will guide new partners who lack
experience from the beginning.
A centralized organization can be defined as a hierarchical decision-making structure, in which all
decisions and processes are strictly handled at the high-level or executive level. Turning to "off
course" without approval. In a centralized organization, decisions are made by a small group of
people and then communicated to lower-level managers. Since only a few people are involved,
they can discuss the details of each decision in one meeting, making the decision-making process
more efficient. The decision is then communicated to the lower levels of the organization for
implementation. However, if lower-level managers are involved in the decision-making process,
the process will take longer and conflicts will arise. Centralized organizations benefit from a clear
chain of commands, because everyone in the organization knows whom to report to. When junior
employees have questions about the organization, they also know who to call. On the other hand,
senior managers must follow a clear plan and delegate authority to employees who are good at
specific functions.
The benefits of a clear organizational structure to a centralized organization are clear, because this
is the essence of the model. There is almost no room for error, which means that the basic
procedures and more detailed operations are in place. Employees who appreciate this structure do
not like change, nor do they like to know their position in the company.
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3.1 (b) How many levels are there in the organization’s hierarchy?
A hierarchical organization is an organizational structure where every entity in the organization,
except one, is subordinate to a single other entity. In an tealive organization, the hierarchy usually
consists of a singular or group of power at the top with subsequent levels of power beneath them.
3.2 (c ) Describe the span of control of the top manager and of middle or first-line managers
Top manager - As you might expect, the top management is the "boss" of the organization who is .
They have titles such as chief executive officer (CEO), chief operating officer (COO), chief
marketing officer (CMO), chief technology officer (CTO), and chief financial officer (CFO). In
order to meet the government's requirements for complex rules and regulations, a new executive
officer position has appeared on many organizational charts, called the Chief Compliance Officer
(CCO). Depending on the size and type of organization, executive vice presidents and department
heads will also become part of the senior management team. The relative importance of these
positions varies according to the type of organization they lead. For example, in a tealive company,
the CCO can report directly to the CEO or the board of directors.
Senior management is ultimately responsible for the long-term success of the organization. They
set long-term goals and defined strategies to achieve them. They pay special attention to the
external environment of the organization: the economy, legal proposals that affect profits,
stakeholder requirements, and consumer and public relations. They will make decisions that affect
the entire company, such as financial investments, mergers and acquisitions, partnerships and
strategic alliances, and organizational brand or product line changes.
Middle managers have titles such as department heads, directors and chief executives. They are the
links between top managers and frontline managers, and there are one or two levels below them.
Middle managers obtain a broad strategic plan from senior managers and transform it into an
operational blueprint with specific goals and plans for frontline managers. They also encourage,
support and nurture talented employees within the organization. An important function of middle
managers is to play a leadership role in implementing the instructions of senior managers and
enabling frontline managers to support the team and effectively report on the obstacles to positive
performance and achievement of goals.
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3.3 (d) What are the principal integrating mechanisms used in the organization? Do they
provide sufficient coordination among people and functions? (5)
The integrated mechanism helps to improve communication and coordination so that different
departments can solve problems together. Integration mechanisms are essential for large companies,
because communication between various departments may be lost. With intermediary agencies,
information can be appropriately passed between departments. yes, they provide sufficient coordination
among people and functions such as The liaison role helps to pass information from one business unit
to another. Under normal circumstances, managers will act as liaisons; each department of the
enterprise should have a liaison in order to effectively convey all information. Liaison officers should
meet as often as needed to help exchange information with each other. Communication between people
can be carried out by e-mail or telephone. The importance of the liaison role is that information can be
transmitted between different departments and presented clearly.
For example, suppose you work in a large sales company that has marketing, sales, accounting,
research and development, and human resources. Your company is about to launch a new product, so it
is very important to have a contact person to talk to different departments to determine the price,
marketing efforts and how to sell the product.
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4 (a) What sources of power do the CEO of this organisation has? Does the leader have
enough power to influence his or her followers?
Organizations are composed of individuals who exercise greater or lesser degrees of power. Sometimes
authority comes from the title of someone in the organization, or it comes from expertise and expertise.
Others can exercise power through interpersonal relationships or their personal strength. There are
others who can gain influence by granting access to important resources. the sources of power do the
CEO of this organization is Legitimate power is also called location power (Pfeffer, 1992). It is based
on the person's position in the organizational hierarchy. For example, job descriptions require junior
workers to report to managers and give managers the power to assign responsibilities to their
subordinates. In order to effectively exercise location power, the person using the power must be
deemed to have obtained the power legally. An example of legal power is the power possessed by the
CEO of a company.
4.1 (b) What kinds of behaviors did this leader engage in? Were they appropriate for the
situation?
Great leaders may not be that natural, but the behaviors that mark the best and lead to success can
develop and improve over time. Based on ethics and integrity. Both are the hallmarks of the most
successful leaders-those who do the right things right for the right reasons, even when it is difficult or
unpopular. (Yukl, 2016)
4.2 (c) From what you know, do you think this leader is a task-oriented leader or a relationship
oriented leader? How favorable is this leader’s situation for leading?
As a leader, which one do you think is more important, the well-being of the team or the effective
realization of company goals Although most people will point out that both are important parts of
effective management, you can determine your leadership style in many ways, which gives you greater
importance. Leaders who value the well-being of the team are seen as people-oriented leaders, and this
has many impacts on the workplace. the pros and cons of a people-centred leadership style and the
circumstances under which this leadership style can flourish. (Bavelas, 2005)
favorable leader’s situation for leading is The advantage of leadership is that because relationships are
given priority, people-centered leadership is usually highly valued in the organization. Managers are
increasingly aware of the importance of a work culture that makes people feel involved and respected,
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and they seek to use leadership to develop these things. Personal considerations. When people feel out
of date, the quality of their work and even their loyalty to the company will begin to be affected. This
may trigger a chain reaction, causing the leadership to lose respect and support for the team, and
productivity plummets.
(D) What steps this leader takes to motivate his or her followers?
 They lead by example.
 They ask a ton of questions.
 They encourage personal and professional growth.
 They hold their team accountable.
 They support new ideas
5 At what levels does control take place in this organization? (5)
Control takes place in the Corporate, Divisional, Functional and Individual levels. (kirwan, 2019)
5.1 Which output performance standards (such as financial measures and organizationalgoals)
do managers use most often to evaluate performance at each level? (10)
Company-level management is most interested in financial indicators such as profitability, liquidity,
leverage, and activity rates. They measure this by evaluating the efficiency and effectiveness of the
organization. The department manager then creates organizational goals so that department managers
can set obtainable goals for their functional managers. Then, the functional manager sets achievable
goals for the employees subordinates. (Navon, 1996)
5.2 How formalized is the organization? Do employees receive a book of rules to teach them
how to perform their jobs? (5)
The organization I chose is the beverage industry, and it does have a management system based on
objectives. The biggest reason I say this is due to the second and third steps of the process. We hold
meetings every two months to discuss various issues, including setting goals, launching competitions to
increase employee participation, voice complaints or Other things that might help us become better
cashiers (Fitzgerald, 1996)
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5.3 What kind of culture does the organization have? What are the values and norms? What
effect does the organizational culture have on the way employees behave or treat
customers? (5)
Behavior control is very important in any enterprise, because without behavior control, these structures
will not work properly, and the problems that follow will follow. Direct supervision is also a good form
of behavior control, because if employees know that the manager is there, they are less likely to do
something wrong. The organization I choose usually has only one manager and one or two assistant
managers. You will see them around, so you know they are there, but unless they or you need their
help, they usually won't bother you. The organization is not a formal organization, and we have not
received information .
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6 CONCLUSION
Conclusion as we all know, Tea live used to be a popular brand with the name Chatime, which means
Teatime. Although the ingredients and flavor are still the same, the name has been changed, and then
the company needs to use effective promotional tools to attract customers to continue buying.
Companies should not only focus on existing customers, but also need to attract new customers. The
loyalty program enables Tea live to build lasting relationships with their customers, improve
competitiveness and enjoy a reputation in the market.
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References
Bavelas, A., 2005. Communication Patterns in Task‐Oriented Groups. The Journal of the Acoustical
Society of America, 225(6), p. 115.
Fitzgerald, B., 1996. Formalized systems development methodologies: a critical perspective.
information journal system, 6(1), pp. 3-23.
Navon, R., 1996. Company-Level Cash-Flow Management. Journal of Construction Engineering and
Management, 122(1), p. 128.
Pfeffer, J., 1992. Understanding Power in Organizations. California Management Review; Berkeley,
34(2), p. 29.
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