臺灣博碩士論文加值系統

Burbuchá will be a local, innovative and new concept located at the biggest private university in Central America where its students have an income between US$600 and US$1,200 providing a high quality product with locally produced and imported goods in order to provide the traditionally recognized Taiwanese drinks adjusted to the local taste.
Burbuchá expects to open two kiosks during the first year at the two most important universities in the country and it also expects to penetrate 7% of the market by using among other strategies social media and vibrant promotions to foster trial and boost sales.
Burbuchá will set a price below the ones of the coffee shops mainly because the main purpose is to increase the willingness of a market that is a coffee consumer to shift and try the tea based beverages.
The initial investment required is US$ 61,390.00 which is going to be funded from the owner’s capital and a bank loan.
Burbuchá kioks has a positive Net Present Value which indicates that the project is feasible.
Burbuchá expects to expand to other markets in a period of 3 to 5 years through the franchise system. Its priority markets in the region are El Salvador, Costa Rica and Panama.

1. Executive Summary 1
1.1. The Company 1
1.2. Objectives 1
1.3. Mission Statement 1
1.4. Vision 1
2. Company Overview 2
2.1. History and Background 2
2.2. The Bubble Tea in the World 2
2.2.1. North America 2
2.2.2. Europe 4
2.3. Kiosk Name 4
2.4. Product Offerings 5
2.5. Staff 6
2.5.1. Staff Positions 7
2.5.2. Expected positions to be available in the first year 9
2.5.3. Salary Structure 10
2.6. Entry and Growth Strategy 11
2.7. Sourcing 12
2.8. Promotion and Advertising Strategy 13
2.8.1. University Booths 14
2.8.2. Miraflores Mall Booth 15
2.9. SWOT Analysis 15
3. Industry 16
3.1. Tea Consumption in Guatemala 16
3.1.1. Consumption of RTD (Ready to drink) Tea in Guatemala 16
3.2. Industry Structure 17
3.2.1. New Entrants 17
3.2.2. Bargaining Power of Suppliers 18
3.2.3. Bargaining Power of Buyers 18
3.2.4. Substitute Products 18
3.2.5. Competitive Rivalry 20
4. Market 21
4.1. Market Overview 21
4.2. Segment 21
4.3. Size 22
4.4. Demand Forecast 24
4.5. Five P’s of the Business Plan 25
5. Potential Risks 27
5.1. Increased Competition 27
5.2. Regulatory Changes 27
5.3. Currency Risk 27
5.4. Franchising 28
5.5. Consumers fail to adapt or rejection toward the product 28
6. Financial Projection 29
6.1. Cost of Goods Sold 29
6.2. Operation and Administrative Expenses 29
6.3. Initial Investment 31
6.4. Funding 32
6.5. Break Even Analysis 33
6.6. Income Statement 34
6.7. Cash Flow and Net Present Value Analysis 35
6.7.1. Cash flows 35
6.7.2. Net Present Value Analysis 36
6.7.3. Recovery Period of investment (Payback) 36
7. Conclusions 37
References 38
Appendixes 39

1. “Universidad Rafael Landivar”. Available at: http://www.url.edu.gt/ 6 December 2012.
2. “Market of Organic coffee, Cocoa and Tea in Latin Countries”. Available at: http://en.centralamericadata.com/en/article/home/Guatemala_Consumes_More_Coffee 12 December 2012.
3. “Focus Taiwan News Channel”. Available at: http://focustaiwan.tw 11 December 2012.
4. “Guatemalan Central Bank: Annual Report 2011”. Available at: http://www.sib.gob.gt/web/sib/inicio 15 December 2012.
5. “Albany Education: Business Level Strategy” Available at: http://www.albany.edu/faculty/ja0754/bmgt481/lecture4.html 11 December 2012.
6. “Ministerio de Economía, Guatemala” Available at: http://www.mineco.gob.gt 6 December 2012.
7. “Ministerio de Trabajo y Prevision Social, Guatemala” Available at: http://www.mintrabajo.gob.gt 11 December 2012.
8. “Universities in Guatemala” Available at: http://www.investinguatemala.org 9 December 2012.
9. “Reñido mercado de Coffee Shops en Guatemala” Available at: http://www.eleconomista.net/ 30 November 2012.
10. “Guatemala Business news, Survey on coffee and tea consumption trends” Available at http//Guatemalabn.blogspot.tw 2 December 2012.
11. Calderon Toledo, María Roselia, (2005). Mercadeo Segmentado. Universidad de San Carlos de Guatemala. 44 – 45,