Southern Taiwan University of Science and Technology
Entrepreneurship & Innovation, GMBA
Management
Team and
Company
Structure
Operations Plan
Company
Description
Marketing Plan
Product Design
and
Development
Plan
Industry Analysis
Market Analysis
Financial
Projections
Executive
Summary
1. Executive summary
 Dolce
BIO is an organic ice
cream which is going to fill
the market gap by a flavorrich ice cream.
 It is not just an average ice
cream such as may be
found in grocery stores. It is
an a traditional dessert with
a “taste of Italy” that a
customer enjoys in a likeable
environment of a small,
family-style patisserie.
2. Company Description
 Company
Dolce BIO is going to start its
business in Tainan, Taiwan
 Location is planned to be in the area of
university campuses (This ensures a high
number of flows of people walking
around every day.)
 The company targets not only but mostly
young consumers as these usually like
sweets but are already educated enough
to be aware of the importance of a right
“BIO decision” when buying food
2. 1 Company History
 Dolce
BIO Ice Cream is a new venture
 Does not have a real market experience in
ice cream industry in Taiwan BUT:
 Certainly does have a potential to expand
because of it advantages in:



Detailed product and marketing strategy
Uniqueness in the market
Creative, young, highly educated managers’
team
2.2 Mission Statement
 To
always make customers smile
By serving the finest they’ve ever tried
Keeping customers happy and satisfied
in environment organically designed
1%
Dolce BIO 4
Trees
2.3 Products and services
2.3 Products and Services 1/2
 Dolce
BIO Ice Cream will sell creamy, flavor –
rich and all-natural ice cream to every kind of
customer with special focus on young people
 The ice cream will be sold through small-size
attractively looking dessert restaurants
 In the front side of the restaurant will be a
couple of tables and chairs surrounded by the
‘green environment’ of the restaurants made by
fruit trees and plants growing in big flowerpots
2.3 Products and Services 1/2
 The
patisseries are also going
to offer a drink menu created
by a home made, fruity, allnatural drinks (lemonade,
milkshakes, coconut milk,
water from coconuts, mineral
water)
 The patisseries are going to
be launched by part-time
workers - students who are
interested in environmentally
friendly business and
marketing
2.4 Current status
 The
company is currently in a status of
obtaining financial sources for it’s
beginning stage
 The
business plan is feasible: various
business analysis were executed
Industry Analysis
Industry size:
Large if we look at an ice cream as a sweet
product or smaller if we look at it from
perspective of an ice cream product.
Growth rate of an industry is fast. There are
enough customers to satisfy most firm’s
production capacity.
Industry is attractive as it is:
 fragmented
 growing
 not crowded
Porter’s Five Forces Model Threat of Substitutes
We could say that all sweet end products can
be a substitute for an ice cream if o person is
thinking to purchase an ice cream to satisfy
his/her desire for sweet product. If we think of an
ice cream as a product desired as cold
refreshment in a hot weather, substitutes could
be other shops selling ice cream, popsicle,
shaved ice, cold drink or tea. (Cold Stone, Ciao
Bella Gelato, Haagen Dazs, 7 Eleven, Preso Tea,
Coca Cola…)
Porter’s Five Forces Model Threat of Substitutes
However, the venture will be producing
premium quality ice cream product. There are
currently few competitors.
 In general, threat of substitutes is high, but
can be less depending on a point of view.
Porter’s Five Forces Model Threat of new entrants


Barriers to entry are low. New competitors
can easily enter the industry to copy what the
industry incumbents are doing. There are low
capital requirements; there are not substantial
economies of scale, there are no government
and legal barriers. Knowhow and recipe for
preparing an ice cream is not a large barrier
due to information technology.
Threat of new entrants is high.
Porter’s Five Forces Model Rivalry among existing firms


There is a moderate rivalry in the industry.
Differentiation of a product: Ice cream from 7
eleven is cheap and easy to prepare but has
lower quality and only one taste. On other
hand, our product will be more expensive,
focusing on quality ingredients and therefore
top quality product with many flavours, but
also more time consuming to prepare.
Rivalry among existing firms is moderate.
Porter’s Five Forces Model Bargaining Power of Suppliers


The venture will need suppliers from various
local and organically grown sources. (fruit,
milk) bargaining power of supplier is
moderate. There are enough suppliers to
provide a critical product to the venture as
well as to a large number of other buyers.
The profitability of the venture will therefore
not be suppressed by bargaining power of
suppliers.
Porter’s Five Forces Model Bargaining Power of Buyers

Bargaining Power of Buyers is low from a
perspective of a venture as a buyer as well as
venture’s customers as buyers. In addition,
there are only few locations in the city where
a customer can purchase premium quality
handmade ice cream.
Key Success Factors
 Location
 Competitive
price
 Freshness
 Organic
ingredients
 Advertisement
 Promotions
Industry trends
Currently there is a trend in establishing ventures
selling sweet food products in Tainan, especially
ice-cream shops. Our proposed products will be
made entirely using organic ingredients as a
part of our competitive advantage. There is a
growing trend adopted from western countries
to produce and consume food product made
of organic, non-chemical ingredients (no
pesticides, no GMO production, no additives o
colorants and no preservatives). Ingredients
sourced from local production, produced from
sustainable resources by a labour that is treated
fairly. In addition the product will be low in fat
and sugar.
Market Analysis
Buyer behaviour analysis:
There are customers willing to purchase
premium products like sweet products, need
refreshment in hot days, like products with taste
of Europe, like foreign management and service
Competitor analysis

Our research revealed there are several ice
cream shops in Tainan city. Our main
competitors regarding to quality of ice cream
would include only 4 shops. Here we do not
include ice cream from machine and shaved
ice as the quality is lower.
Competitor analysis
Direct Competition:
There is already few handmade ice cream
shops created in the city. Because they have
shops only in few locations in Tainan city, there is
plenty of place and customers for the proposed
venture. In addition there was large growth of
machine made ice creams available from
convenient stores however; our venture is
focusing on high quality, organic handmade ice
cream therefore machine made and shaved
ice is comparatively lower grade ice product.
There is not a clear market leader. Competitors
in an industry are about the same size.
Market segmentation and target
market selection
Geography location:
First shop will be located in Tainan city as this is the
area that a venture team knows very well.
Location will be carefully chosen in an area of
high number of potential customers. Preferably
located close to large school or other location
with a lot of pedestrians and location that is easily
accessible.
 Demographics:
Our target market include: both genders, all age
categories (preferably 8-40), people with average
income. Our target market are customers willing to
pay a premium for an organic handmade ice
cream.

5. Marketing plan
Strengths
Weakness
• Bio organic ice cream and
juices
•Not recognized brand
•Target market is a population with
lower income
•Higher fixed cost
•Complex staff training
•Other competitors in the area
• Healthy products with rich flavor
• Unmatured market
• Product of Italy
• Inexpensive price
• Good location
SWOT
Opportunitiess
Threats
• Lower price then competitor’s
• Matured market of key
ingredients
• Warm weather for almost whole
year, wide range of flavors
•Potential difficulties to find perfect location
• Seasonality-cold weather for 2 months
•Lower market demand during the
vacations
•Seasonality of ingredients
•Challenge to produce inexpensive ice
cream with expensive ingredients
5. Marketing plan - 4P, Target Market
Price
Place
• 40 to 100 NTD per
one full scoop of a
luscious ice cream,
juices from 40-50
NTD
• Near University
Campus of STUT
and Cheng Kung
Product
Promotion
• Ice cream which
contains fresh
organic fruit and
pieces of a quality
chocolate or nuts,
fresh fruit juice
• University Campus,
Facebook, Twitter,
Flyers
Target customers
are students and
people who live
around the
universities
(children and
scholars who will
stimulate their
parents to taste
our product)
5. Marketing plan
Acquire New Visitors (Cheap & Easy)





Social Media (Facebook, Twitter)
Collect Email Addresses to introduce offer
Membership cards with loyalty program and
special offer for members
Flyers
Launch a Blog (eventually)
5. Marketing plan
Overall marketing strategy

Dolce BIO Ice Cream tends to create positive
boom in the market with it’s presence

Appearance of the shop would be different
then our competitor's to attract the costumers
and to make them to recognize our brand as
different and unique

Each Sweet shop will have big colorful
advertisement with the same colors as the
menu, staff shirts and the ice-creams, in front of
the stores will be big plastic ice-cream to
attract customers to take a picture with it

Each Sweet shop will contain sofas and
comfortable big colorful pillow seats and a
small ‘living room style’ table. All interior parts
will be made from organic materials to
contribute to the ‘green’ and natural
atmosphere of the
.
6. Management Team and
Company Structure
Lubica
Belhadjova –
president and
founder of the
company
Michal KriziakStaff,
Production,
Distribution,
Logistics,
Emil MazanCustomer
relationship
management,
Sales and
Marketing
Anja Išek –
Finance, HR,
Interior
designer
Management Team and
Company Structure
Anja Išek
•4 years of experience in finance by working for
successful entrepreneurs and for the international
telecommunication company T- mobile Croatia
•Familiar with the Taiwanese financial laws and
regulations
•MBA degree, Bachelor in Business Economy in Finance
•Familiarity with finance from her little age (parents own
a bookkeeping firm)
•Familiar with the latest trends in interior design industry
Management Team and
Company Structure
Emil Mazan:
More then 7 years of experience in customer
relationship management, direct marketing and
telesales by working for T-mobile Croatia.
Proven record of sales, team management and
customer retention
Familiar with ” Taiwanese way of thinking”
Dedicated to improve service and customer
satisfaction
Dedicated to increase sales and to create diverse
model of marketing mix
MBA degree, Master of Public Policy and management
Management Team and
Company Structure
Lubica Belhadjova:
Cross-cultural roots as well as university education
Special interest in business strategy, green marketing
and environmental protection
Bachelor in Business Economics and Politics
MBA degree
Management Team and
Company Structure
Michal Kriziak: He has a 5 years experience in a
hospitality industry. His education background is
in economics and applied geographic
information systems. He is currently studying
GMBA in Taiwan.
Management Team and
Company Structure
Lubica Belhadjova –
president and
founder of the firm
Michal Kriziak - Staff,
Production,
Distribution, Logistics,
Emil Mazan Customer relationship
management, Sales
and Marketing
Anja Išek – Finance,
HR, Interior designer
Management Team and Company
Structure
Advisers:
-
-
-
Have more then 2 decades of experience in the business
Run their business over generations with the family
Secret recipes and knowledge
Responsible for staff training and education
Advising the company with the selection of machines
More then 10 years in the business
Advise how to adopt the product itself
Advise which flavor we have to offer
Advise where and when to buy the ingredients
Operations Plan
General operations plan
 1’st phase:
-
-
-
find acceptable location near the campus or the university
it has to be area very many students are passing, eating or
just spending their day
we believe that summer vacation would be the best time to
find location, when students are going home and some
businesses are closing as well
Facility has to have 50-70 m2 with the backroom of 30-40m2
for the production of the ice-cream and juices
Preferably it has to have outdoor space for terrace and
parking space for the scooters and bicycles
Operations Plan
General operations plan
 2’st phase:

According to recopies of Italy sweet shop owners from Europe
and advises for flavor variation of Taiwanese owner we have
to define flavors of the products in order the set the menu
-
-
Our advisors form Europe will advise us which type of machines,
fridges and other equipment we have to buy and how to use them
properly and efficient
We would try to compare it with Taiwanese choice and selection
of a machinery and try to notice and understand the differences
Operations Plan
General operations plan
 3’st phase:

As we would intensively search for the location, we would also
search for the young, cool workers willing to learn and to earn
an extra money







They have be students
Able to speak English
Have to be different then the others
Have some prior experience by working in tea shop or restaurant
During their vacations they will be educated and trained how to
make and produce fine rich flavor and bio ingredient ice-cream
Process is easy, the key are ingredients and recipe
Each member of management will be guided through training
as well
Operations Plan
Interior would be designed with carefully selected furniture which has to be
green, healthy preferably produced with recycled material
Special focus would be on the colors (staff shirts, menus, interior have to be
the same color)
We would try to include some plants or herbs which is not possible to see in
Taiwanese coffee, tea or ice-cream shops
Sweet shop has to have recognizable ”quote” logo statue in front to attract
customers
To finalize the operations plan we would carefully fulfill every term, rule or
regulation to get the permit to work and do business legally and ethically.
Product Design and
Development Plan
• From the beginning of the school year our sweet shop has to
produce positive shock on the market, has to be recognized
as different and new, also it has force people to talk about
us and to recognize our value added
• We expect that positive grow in the beginning would rise
much more then just exceed break even point
• It would be important to exceed break even point during the
winter, at the time of coldest weather in Taiwan
• At that time we are planning the change the products,
introduce flavors of the winter fruit in Taiwan to retain the
customers
Development status
and tasks
Product Design and
Development Plan
• During the spring, after 6 months, we would evaluate our
offer and change the flavors if needed
• We would also evaluate business model, business itself and
financials
• Still we hope that our idea as the business is feasible and that
changes in the business would not be necessary
• Our primary objective and the goal is to establish brand
name and recognition of local community to maintain our
business above break even point during the summer, period
when students are going home
Development status
and tasks
Product Design and Development Plan
Challenges and risks
• Introduce the products
• Convince people that we are different
• Establish the brand
• Maintain business successfull during the
winter
• Retain the customers
• Achieve recognition of local comunity
• Keep business model feasible
Financial Projections

To finance the initial investment to support the business each
member of management team will invest equal sum of
money
Opening Inventory
ice
fruits
chocolate and nuts
additional flavors
other
Total Inventory
Sources of Capital
Owners' Investment
Lubica Blehadova
$
10.000
Michael Kriziak
10.000
Anja Išek
10.000
Emil Mazan
10.000
Total Investment
Startup Expenses
Capital Equipment List
Furniture
Equipment
Machinery
Other
Total Capital Equipment
$
$
$
Location and Admin Expenses
Rent & Related Costs
Prepaid insurance
Pre-opening salaries
Other
Total Location and Admin Expenses
Advertising and Promotional
Expenses
Advertising
Printing
Shop Add
Total Advertising/Promotional
Expenses
40.000
10.000
7.500
12.500
1.000
31.000
$
$
2.000
500
2.000
4.500
Other Expenses
Permits
Total Other Expenses
Working Capital
$
$
100
1.000
500
100
100
1.800
$
50
200
$
250
$
$
$
2.000
2.000
450
Financial Projections
Summary Statement
Sources of Capital
Owners' and other investments
Bank loans
Other loans
Total Source of Funds
Startup Expenses
Capital equipment
Location/administration expenses
Opening inventory
Advertising/promotional expenses
Other expenses
Working capital
Total Startup Expenses
$
$
40.000
40.000
$
31.000
4.500
1.800
250
2.000
450
40.000
Financial Projections
Breakeven Analysis
Cost Description
Variable Costs
Cost of Goods Sold
$
7.000
1,0%
Inventory
$
1.000
2,0%
Raw Materials
$
1.000
2,0%
Direct Labor (Includes Payroll Taxes)
$
500
1,0%
$
$
$
$
$
$
$
$
$
$
$
$
4.000
1.000
100
50
50
50
500
50
100
50
80
15.530
Fixed Costs
Salaries (includes payroll taxes)
Supplies
Repairs & maintenance
Advertising
Car, delivery and travel
Accounting and legal
Rent
Telephone
Utilities
Insurance
Depreciation
Total Fixed Costs
Total Variable Costs
Breakeven Sales level =
Fixed Costs ($)
Variable Costs (%)
6%
$ 16521
Financial Projections
Cash Flow (12 months)
Cash on Hand (beginning
of month)
CASH RECEIPTS
PreSep.14 Oct.14
Startup EST
Nov.14 Dec.14 Jan.15 Feb.15 Mar.15 Apr.15 May 15 June 15 Jul 15 Aug. 15
Total
Item EST
500 20.180
39.860
59.540
79.220
98.900 118.580 138.260 157.940 177.620 197.300 216.980 236.660
20.180
Cash Sales
31.000 31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
TOTAL CASH RECEIPTS
Total Cash Available
(before cash out)
CASH PAID OUT
31.000 31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.000
31.500 51.180
70.860
90.540 110.220 129.900 149.580 169.260 188.940 208.620 228.300 247.980 267.660
51.180
Purchases (merchandise)
Gross wages (exact
withdrawal)
Payroll expenses (taxes,
etc.)
Supplies (office & oper.)
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
4.000
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
5.270
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
Advertising
50
50
50
50
50
50
50
50
50
50
50
50
50
50
Car, delivery & travel
50
50
50
50
50
50
50
50
50
50
50
50
50
50
Accounting & legal
50
50
50
50
50
50
50
50
50
50
50
50
50
50
500
500
500
500
500
500
500
500
500
500
500
500
500
500
50
50
50
50
50
50
50
50
50
50
50
50
50
50
100
100
100
100
100
100
100
100
100
100
100
100
100
100
50
50
50
50
50
50
50
50
50
50
50
50
50
50
SUBTOTAL
11.320 11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
TOTAL CASH PAID OUT
Cash Position (end of
month)
11.320 11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
11.320
20.180 39.860
59.540
79.220
98.900 118.580 138.260 157.940 177.620 197.300 216.980 236.660 256.340
39.860
Repairs & maintenance
Rent
Telephone
Utilities
Insurance
Other (specify)