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Running head: 21 FOREVER 0

21 ForEver

LaTina Hamm

Strayer University

BUS 599

Dr. Andrea Banto

August 26, 2019

Company Description and SWOT Analysis

Company Description

21 ForEver is a startup company that produces fresh juice using fresh farm produce. 21 ForEver is a sole proprietorship whose main goal is not only to make profits but also provide the best quality of fresh juice to the markets. The demand for organically produced non-alcoholic beverages has significantly increased. This is due to the realization that most of the lifestyle related illnesses have become common because of consuming too much of processed foods and beverages. 21 ForEver intends to focus on providing the best quality of non-alcoholic beverages to the markets.

Mission Statement

21 ForEver is a cost-effective NAB that is healthy and guarantees that you will live a
much healthier life by incorporating this fantastic beverage which offers more vegetables
compared to beverages in its class on the market today. 21 ForEver desires that consumers
will choose 21 ForEver because we pride our ability to be an organic pesticide-free, all-
natural product. Free of artificial colors, flavors, and sweeteners. 21 ForEver stands proudly
behind its brand which helps to accomplish its mission

21 ForEver aspires to become the leading producer and supplier of organic, fresh fruit juice. The mission is not only to produce products for sale but to enhance the health of individuals in society. The fresh juice produced contains high nutritional content and would be very effective to improve the dietary composition for each household. 21 ForEver also aspires to influence how production of non-alcoholic beverages is done. By doing so, 21 ForEver will have played a significant role to improve social responsibility.

Trends in the Industry

Much of the products that are produced and supplied to the markets currently are either completely processed or partially processed. More so, the non-alcoholic beverages supplied to the market are carbonated (Vicentini, et al., 2016). Majority of non-alcoholic beverage producers have largely automated their production chains. 21 ForEver will seek the best technology available to enhance production of the best quality of products to the market. Much of the sugars used for production of non-alcoholic beverages is processed in factories. This affects the production of wholly organically produced non-alcoholic beverages. To avoid overreliance on processed inputs and raw materials, 21 ForEver intends to acquire fresh sugar canes from farmers for crashing. Also, fresh fruits will be sourced from farmers across the states to facilitate the production process. This will be done by contracting farmers to be suppliers to 21 ForEver (Bogdanova et al., 2016).

Strategic Entry and Position

There is a gap in the current market for non-alcoholic beverages. Consumers are very interested in fresh products that have been organically produced with minimal or zero chemical processing (Marsden, 2018). This offers a very good entry point for 21 ForEver into the market. Despite there being other producers and suppliers in the markets, it is very difficult for consumers to get ready fresh juice. 21 ForEver will, therefore, set up shop in several strategic locations where demand for non-alcoholic products is quite high. The fresh juice will be sold both in small scale and large scale; retail and wholesale.

The fresh juice produced by 21 ForEver is suitable for persons of all ages. However, it is noted that most of the consumers of non-alcoholic beverages are mainly people between the ages of 25-40 years. This group of people largely comprises of professionals who pick some snacks and beverages during work breaks in their day to day work activities, (Easterby-Smith et al., 2015). 21 ForEver will, therefore, establish outlets strategically in areas where there are many offices and workstations. Also, 21 ForEver will set up outlet stores from where orders will be received and processed before delivery is made.

Operations Plan

The production of fresh juice will require 21 ForEver to acquire some useful equipment and also have a secure premise from where the production will be done. The premise must be strategically located near or within where the market is so that costs incurred to deliver goods to the market are maintained low, (Frese et al., 2016). Since it is quite expensive to acquire a permanent facility at the startup stage, 21 ForEver will rent a secure premise for its operations. This position must be strategically close to the market and very secure. Some of the equipment that 21 ForEver will purchase include:

21 ForEver will also acquire an automated sterilizer machine to handle the cleaning of all the equipment used in the production process. All company equipment will be cleaned after each day’s production has been finalized. The fruits will to be used in the production of juice will be received from farmers on a daily basis. Each contracted farmer will supply the fruits on a particular day to avoid backlog of products in the stores, (Ahmad & Ahmad, 2017). Orders for the fresh juice will mainly be received through email and company website. Processing of the order will be done from three different workstations depending on the proximity to the delivery point. Distribution of fresh juice will be conducted by company sales agents who will also be tasked with sourcing for new orders.

Competition

There are several producers who supply fruit juices to the markets currently. These suppliers would be the main competition for 21 ForEver. However, none of the current suppliers produce fresh fruit juice that is not carbonated. This is despite the increased demand for non-alcoholic beverages that are organically produced and naturally preserved (Israeli & Avery, 2017). 21 ForEver fresh fruit will, therefore, be better placed since the juice produced and supplied to the market will contain zero content of preservation agents.

21 ForEver will engage in vigorous marketing to attract a large share of the market. This will be done through advertisements and promotions in the market place. Also, 21 ForEver will advertise on digital media platforms to increase the volume of persons captured within the shortest time possible. 21 ForEver will have active social media platform accounts, which will also be used for marketing and even sales activities. This will greatly increase 21 ForEver’s competitive advantage (Feldmann, et al., 2017).

Technology Plan

21 ForEver will employ all the relevant technology that would boost production and enhance the quality of juice produced. Most of the production equipment will be automated and will be constantly upgraded as the technology advances. 21 ForEver goals are to always have the best production technology available in the market.

Management and Organization

21 ForEver will be headed by a chief executive officer who will be subordinated by several department managers. There will be a supervisor to oversee the processes at each production stage. Also, 21 ForEver will employ several staff members to undertake various duties.

Management Hierarchy

The departmental heads will be in charge of Marketing, production, human resource, information, and customers. Each manager will be coordinate the processes in their respective departments. The managers will be answerable to the chief executive officer. The chief executive officer will be in charge of financial management and planning (Noe, et al., 2017).

Ethics and Social Responsibility

21 ForEver will implement relevant policy to safeguard the welfare of all its employees. However, the employees must maintain good conduct and uphold ethical behavior (Spence, 2016). Also, all the processes undertaken will be guided by existing laws to ensure the social welfare of consumers is safeguarded. Relevant measures will be undertaken to ensure minimal environmental pollution by 21 ForEver. Therefore, all appliances and packaging material used must be environmentally friendly.

SWOT Analysis

References

Ahmad, S. Z., & Ahmad, N. B. (2017). Just Fresh: fresh juices from the desert!. Emerald Emerging Markets Case Studies, 7(2), 1-13.

Bogdanova, S. V., Kozel, I. V., Ermolina, L. V., & Litvinova, T. N. (2016). Management of small innovational enterprise under the conditions of global competition: possibilities and threats. European Research Studies, 19(2), 268.

Easterby-Smith, M., Thorpe, R., & Jackson, P. R. (2015). Management and business research. Sage.

Feldmann, S., Herzig, S. J., Kernschmidt, K., Wolfenstetter, T., Kammerl, D., Qamar, A., ... & Vogel-Heuser, B. (2015). Towards effective management of inconsistencies in model-based engineering of automated production systems. IFAC-PapersOnLine, 48(3), 916-923.

Frese, M., Hass, L., & Friedrich, C. (2016). Personal initiative training for small business owners. Journal of Business Venturing Insights, 5, 27-36.

Israeli, A., & Avery, J. (2017). Predicting Consumer Tastes with Big Data at Gap.

Marsden, T. (2018). Theorising food quality: some key issues in understanding its competitive production and regulation. In Qualities of food. Manchester University Press.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Spence, L. J. (2016). Small business social responsibility: Expanding core CSR theory. Business & Society, 55(1), 23-55.

Vicentini, A., Liberatore, L., & Mastrocola, D. (2016). FUNCTIONAL FOODS: TRENDS AND DEVELOPMENT OF THE GLOBAL MARKET. Italian Journal of Food Science, 28(2).