business model

 
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We deliver food, drinks and service in a clean environment with a humble, genuine and open approach.

 

Clean and clear will represent the value of respect and integrity to all colleagues, guests, community and all other stakeholders.

 

All communication is delivered with a high level of integrity and a clear message.

This core value is also focused on the business culture, of the company throughout. This will be transparent and honest.

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We deliver food, drinks and service in a clean environment with a humble, genuine and open approach.

 

Clean and clear will represent the value of respect and integrity to all colleagues, guests, community and all other stakeholders.

 

All communication is delivered with a high level of integrity and a clear message.

This core value is also focused on the business culture, of the company throughout. This will be transparent and honest.

clean and clear

Very good quality products and ingredients are a base in our kitchen and front of house.

 

We deliver exceptional service with high attention to detail and understanding of guest needs.

 

We will seek the excellence of guest experience.

quality and consistency

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We strive to be different and diverse.

 

Being innovative and unique for the area will be our constant guidance.

 

Knowledge and creativity will be what keeps us ahead of others.

creative

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We provide the experience through culinary pleasure at a good value.

 

We strive to give the community a getaway and a place where they always feel welcome and safe.

We care about the community and use locally sourced products and services.

 

We are giving and involved. We connect people. We care for people.

local at a good value

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exceptional

humble

innovative

integrity

genuine

giving

involved

different

simple

unique

 

strenghts

swot analysis

Majority of people “live” on coffee. The demand for coffee is constant, robust and growing.

Our marketing, social media, and PR approach will have an immediate impact on the market.

The café will offer a variety of products in addition to the hot cup of coffee which will lead more customers through the door.

The offer of other products as take-away and delivery, including deli and bakery products.

Extensive experience, knowledge and awareness of wider hospitality.

Free Wi-Fi for our customer’s leisure.

Focus on word-of-mouth marketing within the neighbourhood.

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Lack of guest confidence, uncertainty and trust in a new start-up.

Limited supplier pool and supplier negotiable power which will expand with trading.

The current economic situation in the UK may lead to potential limits on growth capital as sought and decrease the number of money consumers has to spend daily on coffee and food in Cafés.

The number of initial supplies (coffee, cups, napkins, ingredients, etc) can be challenging and can lead to the unexpected use of resources.

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weaknesses

Minimal local competition with such a concept. Some very important potential competitors have recently closed their businesses.

Opening for later hours can lead to increased market share for the café.

Creative deli products can also attract higher revenues.

A strong social media presence will give us a great number of potential customers.

Increased attention to the wider market of professionals working from home as a neighbourhood café.

Take-away and delivery services can potentially increase our market share, including by selling our ingredients, bakery, branded items, beverages and food.

New business attractiveness to new suppliers and other business in the vicinity.

With a product such as coffee, we can potentially expand our brand and products by selling raw coffee beans, branded coffee makers, and other coffee-related products for higher profit margins.

Potential increase in market shares due to customer loyalty and word of mouth marketing.

Presence in local newspapers and other media.

Expanding the brand by offering catering services, attending the local markets and other happenings.

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opportunities

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The pandemic of Covid-19 still represents the most significant threat to the business. Although decreased footfall on the high street can affect the business, we believe that the major part of our business would represent our regular guests, social media influenced customer and locals. We strive to deliver an environment where all would feel safe, operated within governmental guidance, and where people would return to.

New marketing strategies and tactics by established coffee shops can limit our sales and potential market share.

Low social responsibility of the neighbourhood towards the local business, as we are new business on the market. Social responsibility and loyalty towards the local businesses are of utmost importance during the pandemic.

Troubled current economy may lead to difficult financing situations or a stop on investment capital.

Coffee shops that are already in business with our potential guests deliver a compelling value proposition for customers not to switch to our brand.

The market situation can lead to a lower average spend. 

Limited supplier presence of sellers can affect our business.

High cost for unknown procedures of new licencing and planning legislation.

Quality and affordable staffing are considered one of the greatest threats. However, we believe that due to a lot of businesses being closed during the pandemic, we can acquire quality staff and work on providing a great workplace to keep them longer. The experience of all founders and their pool of hospitality personnel within the London business will most certainly contribute to delivering a “great place to work”.

The plan is to develop a strong brand with its name recognisable for a great product, within local markets and affordable quality and first-class hospitality. Also, a strategy to be ahead of the competition.

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threats

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pivoting

exit

Due to the uncertainty that the Covid-19 pandemic, we consider the need to pivot should our business be affected. That main strategy would involve:

  • the extension of own bakery items, which include all sourdough products and the baking tools;

  • larder sales (flour, fruit, vegetables and other products) with an online store, takeaway and delivery. 

  • artisan coffee and equipment resale.

Here, we also see an opportunity for all above in the initial trading period. All as a support service for increased revenues.

We would consider two main Exit strategies which consequently support our main goals:

  • Sell the business in part or whole to an unrelated party or a business partner.

  • Expand by franchising, private capital investment or public offering.