Nyonya Kueh The food project

By Nafis Nirman, Nick Gan, Syafiq IsmailSepti Rusydina and Irene

Housewife Income Idea (Septi)Is it real? According to Agriculture and Agri-food Canada, there are growing overall consumer preference for artisanal bakery products, or those that are more closely positioned to home baking.

How is it done? Outsourcing Production to Housewives

What’s the benefits?

● To publicize their offerings and monetize their skills and abilities through our food network● Lower wages are a huge factor when we outsource● To free up time and focus on core business processes● Significantly lowering regulatory costs also drive down the outsourcing price tag● Our business is able to take advantage of lower tax rates● Having houswifes to handle non-core business activities should lead us to better service

Perspective Illustration (Septi)

Please share the customer’s logical sequence. Meaning to say the purchase (front, elevation) area, as well as, the pick-up (back, elevation) area.

Mood Board (Syafiq)

http://www.gomoodboard.com/boards/at3eq8LT/share

Menu Design (Syafiq)Sweet - 5 for 5 MYR

Talam-Inti-Bingka-Sago-AkokAng ku-Sri Muka-Ketayap-Kodok

Assorted Fritters-Panggang-Yi Ba-BangkitKochi-Youtiao-Ma Lai Gao-Cara

Koh Swee-Bahlu-Lompang-Pie TeeApam-Putu Piring-Peniram-Bom

Lapis-Keria-Lepat-Berlauk-Putu Mayam

Drink - 2.5 MYR

Tea-Coffee-Hot Chocolate

Party Platter - 25 for 20 MYR / 50 for 40 MYR

25 pieces - 50 pieces

Viability of Business Idea (Nafis) Assessing Risk Management

● SWOT Analysis and Pestel Model

Strength● Uniquely

Differentiated Brand● Social Media Active

Weakness● Small Company● Lack of Brand Identity

Opportunity● Growing Demand for

Quality Pastries in Malaysia

● Rising Volunteerism Rate

Threat● Changes in Student

Enrollment and it’s Population

● Economic Crisis● Consumer Health

Trend (away from sugar)

Market (Irene) General Understanding

● Marketplace: Taylor’s University Lakeside Campus.

● Local Competitor: Secret Recipe, Starbucks, and Coffee Bean,

● Payment Terms: Besides our beverages vendors pay us slotting allowances or pay-to-stay fees for product placement on our wooden shelves, over the counter pastry boards and

display racks.The fee varies greatly depending on the product, vendor loyalty and market conditions.

● Pricing System: A ‘Free Price’ system is put into practice to drive the quantity of goods produce and the demand for those goods by consumers. Likewise, an economic system in which

supply and demand are the primary drivers of what occurs in the economy

Measuring the Effectiveness

● Promotional Activities:We run our promotions for the year on a Month by Month basis. We include like ‘’Multi-buy and Specials’’, ‘’Go Seasonal’’, ‘’Take Advantage of Celebration’’

and ‘’Run Loyalty Program’’ initiatives. (For instance, StampMe App)

● Customer’s Demographic: Female students who obtain additional income by working or parents are the main source of money, Female staffs who obtain income by working or

the source of additional income comes from the partner.

● The Movement of Product and Services: Employs 11 housewifes and supply over 22 different product lines to our outlet on daily basis. This should allow us to

concentrate on our core skills (grand service) and give us the flexibility to introduce new products quickly as well as react swiftly to customer demands.

Strategy: Product, Service and Process (Irene)E-R-R-C Framework and Strategy Canvas

Eliminate● Local Pastries● Lack of Choice

Reduce● In-store Product

Manufacturing

Raise● Effective Methods

of Digital Marketing● Funds for Military

Housewives

Create● Multiple Selections

of Kuih● Exclusive Service● Fun and Imaging

Cost

Buyer Value

Value Innovation

Redu

ce: T

rans

actio

n an

d

Holdi

ng C

ost

Eliminate: Complex Eating and Non-exclusive Service

(For instance, beverage takeaway with sleeves and paper holders)

Raise

: Han

dheld

Dev

ice F

riend

lines

s

and

‘Quic

k Ser

ve’ E

fficien

cy.

Create: Inexpensive, Simple and Fixed Price ‘Kuih’; Party-sized and local desserts.

Technical (Nick)● Process Documents and Control: Approval of any campus locations to be designated for food services is subject to the approval of TUL President

and Executive Vice President for Finance and Administrations as well as the consent of Campus Planning & Design, Environmental Health and Safety, Legal, and the University Food Services offices.Complying with policy applies to all food services offered on University property. The Food Services Advisory Committee is to approve any increase in prices requested by operating vendors, before applying any changes. Complaints should be officially communicated to the University Food Services. Sponsorship activities involving on campus food services must be approved by University Development Office and the University Food Services. Currently employed faculty and staff members as well as currently enrolled undergraduate students are not allowed to participate in tenders for food services providers.

● Future Growth: We can make use of par-baked or microwaved frozen pastries to increase on revenue, or appeal to growing demand for organic products by applying for

certification. Small steps like these can swing the business currents in a pastry’s favor.

● Supply Chain Flow

Up Stream Focal Focus Lower Stream

2nd Tier 1st Tier Service Manufacturer 1st Tier

● The commissary ● Military Housewives ● Nyonya Kuih the food project

● Staffs● Students● Visitors

Info

Money

Product

Business Model (Nick)● Key Partners: Taylor’s University and Suppliers ● Key Resources: Pastries and Permanent Staffs

● Key Activities: Evaluating Talents, both Vendors and Workforce

● Value Proposition: Home-baked Bread and Pastries, Pre-order & Advance Payment via Digital Devices

● Customer Relationship: Exclusive Service and After Sales

● Channels: Website / Mobile Apps

● Customer Segment: Female ‘’Store Patisseries are better than Wrapped Patisseries’’ Customers

● Cost Structure: Cakes, Pastries and Hot Beverages.

● Revenue Stream: Advertising and Fee to Special Request such as Classroom Delivery.

Management Model (Nick)● Decision making process: Logic and common sense ● Training: Blended training ● Management capability and capacity: Understanding our customers needs and their patterns; identifying our core competencies that gives us

competitive advantages; motivate and empowering staff.

Economic and Financial Model (Nafis)● Annual Financial Data: Recording activity throughout the year; implementing the new accounting standards.

● Balance Sheet Strength: Encourage low debt and impairment; avoid hidden surprises.

● Cash Management: Using technology to shorten cash conversion cycle like implementing a vendor portal, offering vendors electronic access to invoices, enable

electronic payments and reduce the time it takes to resolve disputes; optimizing our financial functions like negotiating favourable terms and rebates with suppliers, issuing purchase orders for new orders, using available volume rebates and trade spend initiatives, and periodically benchmarking vendor contracts against industry standards.

● Capital Structure: Timid capital

● Profitability: We form a capital allocation committee to streamline decision-making and determine where we should allocate capital to realize the most benefit in a period of slowing

growth. Furthermore, we look for ways to reduce costs without jeopardizing our commitments to sustainability and Taylor’s University Lakeside and it’s student communities are of a high priority in our company.