Assignment 5 Week 10

Non-Alcoholic Beverage Business OTM Plan

Dorian D. Herring

Strayer University

Professor: Andrea Banto

February 25, 2019

Non-Alcoholic Beverage Business OTM Plan

Operation

We focus on developing a successful business franchise under the non-alcoholic beverage umbrella. This company aims at streamlining its operations plans with the market needs. Here is the detailed operation plan.

The Main Focus of the Operations

The table below shows the assets in the name of Fruity Surprise.

Item	Use	Number of Asset	Value of each
Automatic Mixers	For mixing	2	$ 28,500
Bottling machines	Bottling	2	$ 9,600
Transport Vans	Transport	4	$ 10,000
Personal Computers	Data	3	$ 1,200
Graphic software	Designing graphics	1	$ 750

The table below indicates the assets on lease.

Assets on Lease

Item	Use	Number of Assets	Value of Each
Labeling machine	For branding	1	$450/month
Ink printers	For printing	1	$550/month

This is the inventory of our store.

Inventory

Item	Use	Number of Items	Value
Glass bottles	Bottling	24,000	$33,000
Labels	Company label	24,000	$840
Metal caps	Capping	24,000	$300
Cardboard cartons	Holding 48 bottles at a time	500	$500
NAB ingredients	Processing NAB	24,000 bottles	$5,00

The production process is automated using the continuous motion machine branded Accutek AccuSnap Capper. This machine can accommodate different types of bottles with minimal spillage, therefore, making processing more economical. Our processing and packaging machines are the latest versions therefore; they are very efficient (Riley, 2018).

Now we have 3 employees. The company also has Melinda Cates (The Owner) and me as the executive. Employees consist of one part-time computer assistant paid $10/hr., one volunteer who is a retiree from PepsiCo and a paid consultant. The latter two are very capable experts having served in companies which are our main competitors. They know what to do to succeed in the NAB industry.

Production Efficiency

We have resorted to the automation process in the processing and packaging stages of our production to reduce the expenditure on employment of workers and on waste caused by human error such as spillage (Groover, 2016). We own transportation vans to deliver our products to our clients so that they do not incur extra charges. Production will be market-oriented so that we clear the remaining stock before a new batch is produced. The same measure will be applied in procurement. We replenish our supplies upon diminishment of the existing stock.

Competitive Advantage

We have an upper hand when it comes to delivery. We intend to deliver our products free of charge to the various client destinations. We intend to use this as a marketing strategy to reach as many people as possible so that the new brand of non-alcoholic drinks becomes a familiar taste. This product is of low cost to customers but will be of high quality. This factor will enable customers from all walks of like to buy as it will be affordable (Caliendo et.al. 2015).

We enjoy a pair of professional staff who has a lot of experience in the NAB business. This will be a source of success to our business. We also aim to use our resources to produce a drink that has never been tasted by our target customers. It will be a unique drink, and it will be termed the best version of Pina-Colada.

Problems Encountered and Solution

The principal stumbling block to this business venture is a shortage of finances. For this startup, we understand that it is a tall order to compete against the giants of the soft-drink industries led by Coca-Cola (Brownlee et.al. 2017). For this reason, we are developing a business continuity plan (BCP) that will rejuvenate our operations in case of the unlikely event of operations failure.

In line with that, we have come up with an expansion strategy that will be implemented in phases as soon as business picks momentum.

Insight of the Competitive Advantages Section

In our objectives, mission, and vision, our NAB industry states clearly that the aim of this startup is to better the lives of everyone. This will be accomplished through production of high quality and fully organic drinks. Our drinks will be affordable and soon everyone will realize the benefits of partaking a drink a day (Bryson, 2018).

Technological Advancement

Software Development

We intend to make relevant adjustments so that we keep up with the technological trends. Innovation will be the key to our processes. We will use the latest technologies to make our processes efficient. The first step will be to brand ourselves through a permanent imprint on our bottles. This will be done by a simple programming process.

Hardware needs

We own two desktop computers of Macintosh type. These will be useful in the storage of date and important information such as accounts, database, and warehousing. Ledgers and large amounts of data will be stored in backup cloud storage (Riley, 2018).

Personnel Needs Section

We will use MySQL to create our database and fit all books of accounts in a single folder for ease of access. This database will also capture our employees’ personal information, salaries, health status among other details.

Organization

Management and Employees

The echelon of power is still very simple for us. Here is the breakdown:

The owner and founder of the enterprise are Melinda Cates. She also serves as the master mixer and holds the special recipe and ingredients of our drinks, which will serve as our trademark.

I will hold the position of the chief executive officer for a period not less than five years upon which I will choose whether to relinquish my position or not. As an economist, I will offer financial advice to my fellow executive.

We have two professionals who will mainly offer consultative services.

Technical Area

Ian Glass is a volunteer and a former PepsiCo employee with 35 years’ experience. He is willing to volunteer at our company but has hinted on earning $55,000 from his previous job.

We have a paid business consultant, Mary Cates.

Company’s Management Hierarchy

Management Structure

At this moment we are still a smaller entity. We look forward to growing immensely in this ever-expanding business. We will use the available manpower to ensure that we rise above our competitors in terms of sales and profits.

References

Brownlee, E. R., Dmytriyev, S., & Elias, A. (2017). Integrative Stakeholder Engagement: Stakeholder-Oriented Partnership between the Coca-Cola Company and World Wildlife Fund. In Stakeholder Engagement: Clinical Research Cases (pp. 339-367). Springer, Cham.

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

Caliendo, M., Hogenacker, J., Künn, S., & Wießner, F. (2015). Subsidized start-ups out of unemployment: a comparison to regular business start-ups. Small Business Economics, 45(1), 165-190.

Groover, M. P. (2016). Automation, production systems, and computer-integrated manufacturing. Pearson Education India.

Riley, V. (2018). Operator reliance on automation: Theory and data. In Automation and human performance (pp. 39-56). Routledge.

Bottom of Form

Owner and Master Mixer

Melinda Cates

CEO

Fruity Surprise

Experts

Paid Consultant (Mary Cates)

And Volunteer (Ian Glass)

Part time Computer Assistant

Stephen Job