1.0 INTRODUCTION OF COFFEE.

CO

1.1 LOGO

1.2 VISION

 To be established and trusted as the perfect coffee business partner

 To be a leader in innovation, service and quality

 To be among the most admired and respected companies in our industry

 To be the leader in our markets

1.3 OUR MISSION

We want to be a welcoming, comforting presence in every community we serve and

anywhere else we happen to show up. We know our guests have a choice — and we never

want them to feel less than special.

OUR MISSION is to serve everyone better than anyone else.

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1.4 OUR VALUES

 Customer Service

Our focus is our customers, both internal & external. Everything we do revolves

around ensuring that all our customers have positive and productive contact with us.

 Teamwork

We encourage and support each other to achieve our best at all times in a safe, fun and

relaxed environment.

 Accountability

We accept responsibility for our actions and are accountable for the results achieved.

 Positive Relationships

We actively promote a positive and satisfying work environment and represent The

Coffee.Co positively at all times.

 Continual Improvement

We constantly re-evaluate our services and actively elicit, listen and act upon

information for continuous improvement, actively promoting innovative practice in all

that we do and are involved with.

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2.0 MANAGEMENT FUNCTION OF COFFEE.CO

2.1 PLANNING

‘Yet plan we must. The process of planning may be more important than the plans that emerge.

The planning occasion requires managers to schedule “thinking time”. Managers must think

about what has happened, what is happening, and what might happen. Managers must set goals

and get agreement. The goals must be communicated to everyone. Progress towards the goals

must be measured. Corrective actions must be taken when the goals are not being achieved.

Thus planning turns out to be an intrinsic part of good management.’ Kotler on Marketing,

1999.

 Coffee.co achieving product sales targets exceeding last year's sales so employees work

harder and more excited while working with bonuses or rewards such as the “Best Workers

Award”.

 Coffee.co produces the most up-to-date product reports every year to attract the attention

of new and existing customers.

2.2 ORGANIZING

Organizing is the function of management that involves developing an organizational structure

and allocating human resources to ensure the accomplishment of objectives. The structure of

the organization is the framework within which effort is coordinated. The structure is usually

represented by an organization chart, which provides a graphic representation of the chain of

command within an organization. Decisions made about the structure of an organization are

generally referred to as "organizational design" decisions.

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Organizing also involves the design of individual jobs within the organization. Decisions must

be made about the duties and responsibilities of individual jobs as well as the manner in which

the duties should be carried out. Decisions made about the nature of jobs within the

organization are generally called "job design" decisions.

 Coffee.co arrange the tools used when producing products neatly and orderly so employees

can work in a comfortable and safe environment.

 Coffee.co creates a menu of products according to certain segments to make it easier for

customers to choose the type of drink they want.

2.3 LEADING

The third basic managerial function is leading. The skills of influencing people for a particular

purpose or reason is called leading. Leading is considered to be the most important and

challenging of all managerial activities. Leading is influencing or prompting the member of the

organization to work together with the interest of the organization. Creating a positive attitude

towards the work and goals in among the members of the organization is called leading. It is

required as it helps to serve the objective of effectiveness and efficiency by changing the

behavior of the employees. Leading involves a number of deferment processes and activates.

Motivating is an essential quality for leading. Motivating is the function of management

process of influencing people’s behavior based on the knowledge of what cause and channel

sustain human behavior in a particularly committed direction.

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  The head of the manager of Coffee.co distributes duties according to the available field

or skills and improves the skills of existing employees through programs organized by

the company itself.

 Each department head of Coffee.co gives guidance to employees through ongoing

monitoring and providing guidance to new employees.

2.4 CONTROLLING

Controlling involves ensuring that performance does not deviate from standards. Controlling

consists of three steps, which include establishing performance standards, comparing actual

performance against standards, and taking corrective action when necessary. Performance

standards are often stated in monetary terms such as revenue, costs, or profits, but may also be

stated in other terms, such as units produced, number of defective products, or levels of

customer service.

 Head of production of Coffee.co controls the stock of product stocks carefully to avoid

stock loading problems.

 Coffee.co will fully utilize raw material resources without resorting to any waste of

resources in order to reduce costs.

3.0 GOALS AND OBJECTIVES OF COFFEE.CO

3.1 GOALS

PRODUCT

 We aim to serve the best quality and most interesting varieties of coffees, teas, espresso

drinks and accompaniments at all times to everyone.

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SERVICE

 We strive to treat our customers respectfully as our guests ; we intend to offer our guests

service that is prompt, efficient, friendly and relaxed.

ATMOSPHERE

 We will provide a pleasant, welcoming environment and will maintain a clean and

attractive coffee house at all times.

WORK ENVIRONMENT

 We want Coffee.Co to be great place to work. We aim to create a positive, respectful

workplace and to empower our staff to be themselves and to achieve their fullest

potential.

Overall, we aim to offer excellent coffee in an inspiring environment. So only the best coffee

beans, milk, coffee machine and cups, and baristas that are always improving. We also

always listen to feedback, talking it into account as the business goals.

3.2 OBJECTIVES

1. Become selected as the “Best New Coffee Bar in the area” by the local restaurant guide.

2. Turns in profits from the first month of operations.

3. Provide all of the resources such as our staff need to remain as productive as possible.

4. Keepings our customers in happy mode every time.

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4.0 TACTICAL AND OPERATIONAL PLANS OF COFFEE.CO

4.1 TACTICAL PLANS

Tactical planning is short range planning emphasizing the current operations of various parts

of the organization. Short Range is generally defined as a period of time extending about one

year or less in the future. Managers use tactical planning to outline what the various parts of

the organization must do for the organization to be successful at some point one year or less

into the future. Tactical plans are usually developed in the areas of production, marketing,

personnel, finance and plant facilities. Because of the time horizon and the nature of the

questions dealt, mishaps potentially occurring during the execution of a tactical plan should

be covered by moderate uncertainties and may lie closer to the control of management (next

year shipping prices, energy consumption, but not a catastrophic black-out, etc.) than

strategic ones. Those mishaps, in conjunction to their potential consequences are called

“tactical risks”.

STRATEGIC ISSUE - Labour productivity performance percentage

(55%) : September 2018

- Last month profit : RM 25 000

STRATEGIC MISSION - Increase labour productivity performance

- Increase the skills and communication level of

employees

PERFORMANCE - Labour productivity performance percentage 80%

INDICATORS - Monthly profit – RM 55 000

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 COMPANY OBJECTIF - Increase in labour productivity performance

percentage 55% in September 2018 to 80% in

October 2018

- Increase in monthly profit from RM 25 000 to RM

55 000

STRATEGY - Improving the quality of workers through training

and skills and relationship between the employee

and the employer

4.2 OPERATIONAL PLANS

Operational planning is the process of linking strategic goals and objectives to tactical goals

and objectives. It describes milestones, conditions for success and explains how, or what

portion of, a strategic plan will be put into operation during a given operational period.

An operational plan addresses four questions:

Where are we now?

Where do we want to be?

How do we get there?

How do we measure our progress?

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Steps Workflow Process Responsibility Duration Status

1 Facilities : Shop Members 1 Month

 A suitable floor space and
location of shop
 Operating License
 Display refrigerator
 Frozen Storage
 Counter
 Kitchen Equipment
 Sufficient Furniture and
Washroom
 Outdoor Seating
 Utilities (water, electricity,
gas, internet, phone)
2 Designs of Menu : Shop Members 1 Weeks
 Paper Menu
 External Signs
3 Staffing : Owner of Shop 2 Weeks
 Two Full-Time and Four to
Six Part-Time Baristas
 Kitchen Staff
 Provide Training
 Distribute Job (take orders,
make coffee, clean tables,
check stock, wash dishes)
4 Decoration Shop Members 1 Month

5 Equipment : Shop Members 2 Weeks

 Coffee Machines
 Espresso Machines
 Coffee Grinder
 Milkshake Maker
 Blender

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  Juicer
 Whipped Cream Gun
 Refrigerated Milk and Juice
Dispenser
 Coffee Filter
 Crockery and Cutlery
 Tea Spoons
 Cups
 Dishwasher
 Microwaves
 Thermometer
 Measuring Pitches
 Timer
 Scale
5 Menu Analysis : Shop Members
 Drinks :
 Coffee
 Latte
 Macchiato
 Cappuccino
 Americano
 Mocha
 Milk
 Chocolate
 Pot of Tea
 Orange Juice
 Mango Smoothie
 Carbonated Drinks
 Hot Meals :
 Mushroom Soup
 Pasta with choice of
sauces (Bolognese or
Napoli)

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  Seafood Basket
 Fish and Chips
 Chicken Chop
 Snacks :
 Chips
 Wedges
 Fries
 Nuggets
 Desserts :
 Mango Cheese Cake
 Oreo Cheese Cake
 Chocolate Cake
 Chocalate Ice Cream
 Vanilla Ice Cream
 Fruit Salad
6 Supplies : Shop Members 1 Week
 Coffee Beans
 Tea
 Milk
 Juice
 Carbonated Drinks
 Fruit and Vegetables
 Meat
 Seafood
 Cookies
 Ice Cream
7 Allocation Working Hours :
 10am to 11pm
8 Pre-Opening : Staff of Shop 1 Hours
 Prepare Food and Beverage
Clean the Shop

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5.0 ORGANIZATION CHART OF COFFEE.CO

An organizational chart is a diagram that outlines the internal structure of a company. An

organizational chart is the most common visual depiction of how an organization is structured.

It outlines the roles, responsibilities and relationships between individuals within an

organization. An organizational chart can be used to depict the structure of an organization as

a whole, or broken down by department or unit.

ORGANIZATION CHART OF COFFEE.CO

CEO
COFFEE.CO

RESTAURAN
T MANAGER

MARKET HUMAN
OPERATIONAL
MANAGER RESOURCES
MANAGER
MANAGER

SUPERVISORS

STORE
MANAGER

FIRST
ASSISTANT
MANAGER

SHIFT
MANAGER

CREW
TRAINER

CREW
MEMBER

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6.0 REFERENCES

Advameg, Inc (2018). Management Function. Retrieved Nov 10, 2018 from

https://www.referenceforbusiness.com/management/Log-Mar/Management-Functions.html

Investopedia (2018). Organizational Chart. Retrieved Nov 5, 2018 from

https://www.investopedia.com/terms/o/organizational-chart.asp#ixzz5YjZJVEAo

Starbucks Malaysia Corporation (2018). Retrieved Oct 1, 2018 from

http://www.starbucks.com.my/

Oboni Riskope Associates Inc. (2013). Let’s Define Strategic, Tactical and Operational

Planning. Retrieved Oct 4, 2018 from

https://www.riskope.com/2014/04/03/lets-define-strategic-tactical-and-operational-planning/

Oxford College of Marketing. The Marketing Planning Processes. Retrieved Nov 10, 2018

from

https://blog.oxfordcollegeofmarketing.com/2012/11/29/marketing-planning-the-importance-

of-planning-and-the-planning-processes/

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