Marketing Evaluation Of Apex Pal International Marketing Essay

Apex-Pal International Ltd started in 1996 as a garment trading business. In 1997, it redirected its give attention to the fastpaced food and beverage (F&B) industry and began its first F&B string, Sakae Sushi, which is currently the flagship make of Apex-Pal.

As Mr Douglas Foo, creator and CEO of the homegrown professional of innovative F&B solutions, put it, the meaning behind the company name "Apex-Pal" is to "aim to reach the optimum" also to "socialize with everyone". Bearing this at heart, Mr Foo is rolling out Sakae Sushi into a successful brand that it's today. Sakae Sushi is a trendy quick service conveyor belt sushi principle that has been synonymous with a fun-filled value for money experience, offering an considerable casual Japanese eating menu of more than 200 items. Since its first electric outlet in Raffles Place more than a decade before, Sakae Sushi has grown to become the leading kaiten-zushi (conveyor-belt sushi) string in Singapore. Sakae Sushi is Apex-Pal's flagship brand and has generated a solid market presence with 38 outlets in Singapore. Internationally, Sakae Sushi has 20 outlets in six different countries. Sakae Sushi's green frog logo has become a familiar and welcome view. Its unique concept of affordably priced leading kaiten (conveyor belt sushi) eating is an initial in Singapore when it was released. Following that, it continued to bring to the market constant stream of inventions such as interactive menus, tableside warm water dispensers, lightweight conveyor belts and sushi rice enriched with Vitamin E. Normally talked about, "Rice is a staple. Seafood is also a staple. Come up with, you have an extravagance product. " The ability to charge top quality makes kaiten-zushi outlet stores potentially very lucrative.

Today, Apex-Pal is detailed on the Singapore STOCK MARKET and has a complete of 10 brands (Physique 1) under its profile. Some of these brands do not even carry Sushi at all and is not related to the flag dispatch brand. It's been diversifying its business and is now involved with franchising its brands, food transfer and distribution, business-to-business items and occurrences catering. Its long-term goal is usually to be a worldwide F&B industry player and the world's number one top brand recall for affordable Japanese dining with the Sakae Sushi chain of restaurants. To achieve this, Apex-Pal have embarked on a avenue of intense international expansion with over 90 shops spanning Singapore, Indonesia, Thailand, China, Malaysia, Philippines and Vietnam. In addition, it has strategies to extend into Russia and other parts of the world.

Apex-Pal chose to concentrate on its dynamic and innovative design of management to be able to distinguish itself from other F&B companies. It regularly offered customers in Singapore a preference of the latest international dining trends. In addition, management at Apex-Pal experienced always positioned (and still does) strong focus on understanding what their patrons wanted and strove to be hypersensitive to their needs. All these paid handsomely. Apex-Pal grew into a celebrity on the local restaurant scene, presenting it essential leverage to become a formidable player in the international F&B marketplaces.

Apex-Pal's functions are backed by a central kitchen qualified to HACCP (Threat Evaluation Critical Control Point), using technology whenever you can to enhance quality of its products and improve production. It includes bagged more than 30 awards and accolades over the years, like the CitiBusiness-SPBA Regional Brand Prize 2006, Singapore Service Category 2004 and Singapore Technology Honor 2003 (Invention of the entire year) because of its portable conveyor belt.

Apex-Pal's strategy is to increase and establish brands that are market leaders in both local and global markets. To serve this goal, new concepts are often created through research and development. Its concentrate on research and technology has resulted in the setting up of its food research and testing facility in Singapore. Technology can be utilized both in food development and in providing it to the customers. For instance, Apex-Pal uses machines for the production of sushi rice balls to ensure reliability in proportions and quality.

2. 0 Singapore Food & Beverage Industry

The Food and Drink Industry generate some S$5. 04 billion us dollars for the Singapore market. You can find 5, 244 institutions and altogether, they hire 79, 342 of Singapore's workforce. By 2007, the major bulk of an establishment's cost is food & beverage buys (33. 0%), remuneration of employees (27. 8%) and local rental of premises (16. 6%) Restaurants made the most significant contribution to the F&B sector's operating receipts (S$1. 89 billion) with a success proportion of 5. 3%. Food caterers have the best profitability proportion of 19. 0%

According to a recent survey by Euromonitor, more than 50 % of the Singaporeans eat out at least once weekly. Singapore is placed 5th highest (US$49, 433) on the rank of countries by GDP at purchasing ability parity from the International Monetary Finance (2009). Information show that the common Singaporean consumer spends 12. 5% of his/hers every month income on non-cooked food and 15% on grilled food provided by the meals service sector. In addition, 10 million tourists visit Singapore yearly. It's been believed that on the average, F&B accounts for roughly 14% of the expenses of visitors while in Singapore. Thus, the demand for F&B products in Singapore therefore way exceeds the populace of 4 million people.

Based on these information, Apex-Pal should continue steadily to focus its resources on Singapore's F&B industry. You can find huge prospect of growth in the F&B industry due the expected upsurge in tourism and society. Moreover, by staying focused in the Singapore F&B business, Apex-Pal can achieve advanced of market of range, clear corporate personality and fast organizational learning.

3. 0 Problems and future challenges

Looking at Apex-Pal financial derive from 2005 to 2009 (see Physique 2), Apex-Pal had been achieving increasing net income until 2006, when it saved its highest profit after tax ever of S$5. 081 million. The business's sales have been constantly increasing over the years to S$93. 804 million in 2008. This is a sign of the company's progress in the opening of more stores in recent years in both local and global marketplaces.

Although Apex-Pal's sales is increasing over time leading up to 2008, the year 2007 observed Apex-Pal's net income drop to S$2. 261 million and in 2008, even though sales increased by 11. 9% from 2007 to S$93. 55 million, it actually reported a loss of S$3. 748 million. Losing can be due to the monetary downturn coupled with escalating operational expenditure. In '09 2009 where in fact the economy began to grab, the revenue dropped in comparison to 2008. The increase in income for 2009 was anticipated to an competitive reduction in functioning cost and other bills. Therefore, herein is situated the problem of how to talk about sales and revenue in order to sustain long term expansion of Apex -Pal without cost cutting. Ultimately, Apex-Pal has to count on sales to become profitable because there is a limit to the quantity of cost which Apex-Pal can lower.

Figure 2 Apex-Pal Income Statements 2005-2009 (Selected Section)

Source: Factiva

Figure

Figure 3

According to a study on F&B organizations in Singapore conducted by the Singapore Section of Information in 2008 (Figure 3), the success ratio (profit margin) for restaurants stood at 5. 3%. The profit margin for Apex-Pal in 2008 is calculated to be at -4. 04%, which is some way off of the industry average. Checking Apex-Pal's Success and Management Effectiveness ratios (see Number 4) to the worldwide restaurant industry, almost all of its ratios are below world average. As the economic downturn afflicted the industry as a whole, it seemed to strike Apex-Pal to a larger extent than most of the F&B organizations. This underperformance on Apex-Pal's part is an issue it should handle.

Figure 2 Selected performance ratios of Apex-Pal

Source: Factiva

Apex-Pal currently contains 10 brands in its stock portfolio. Each one of these brands offers distinct and stand alone products and has different institutions, procedures and alignments from the others. Few value added activities existed among the list of brands, resulting in little synergy and integration. Although Sakae dominance in Singapore is likely to remain, the presence of other brands is not prominent. Therefore, the task is for Apex-Pal to generate more value adding activities among its brands, increasing brand recognitions and traveling up sales of all brands.

4. 0 Strategy and scope

The methodology used in formulating the strategies is supplementary research. Annual information, company websites and internet sources are carefully considered when formulating the strategies. Chapters from 'Strategy Process, Content, Context' form the theoretical backbone of the strategies.

The strategies suggested in this survey are targeted at Apex-Pal's business activities in Singapore F&B market. The strategies aim to bring up revenue, asset turnover and profit percentage. The strategies mainly involve restructuring and copy of activities among business units, creating complementary products and services and consolidation of brands.

5. 0 Framework of the strategies

Apex-Pal is principally mixed up in F&B industry. Thus, it is possible to create increased synergy among its brands. Besides making greater income and streamlining its procedure in the F&B industry, synergy will also add more value to its brands in the mean time guarding the integrity of its global growth strategy and business design. The whole portfolio presented by Apex-Pal should worth more the total of its parts. To achieve this, Apex-Pal should align products, integrate activities and leverage resources. Three sections have been recognized for the Apex-Pal group since there is a dedicated management team for each business unit, i. e. Nouvelle Occurrences, Innotech (provision than it services) and Restaurant Management & Food Production. Each business product should focus on its own primary competency to establish its brand recognition and placement in the F&B industry. Below is a simplified diagram for the construction.

The Sakae brand (includes Sakae Sushi, Sakae Izakaya and Sakae Teppanyaki) has been the crown jewel of the Apex-Pal group. Therefore, more resources should be committed to the Sakae brand. Sakae must control the whole value string by integrating vertically so that there will be more room for leveraging and synergy between sections. Meanwhile, Sakae must explore the probability of providing complementary service both within its business unit and with other business device. For example, within its business unit, the sale of one food product must talk about the deal of another food product. This is synonymous to the deal of 1 KFC food will donate to the sales of Pepsi. At inter business product level, Sakae has to collaborate meticulously with other units to effect a result of more value creation. Apex-Pal also offers to consolidate its weaker brands in the Restaurant Management and Food Creation business unit and market them collectively. The impact will be greater than marketing them singularly. Besides, there is bigger possibility of creating complementary services. Finally, some functions performed by different business units need to be concentrated to a single business unit that can do them best while allowing other sections to utilize its ability. The resulted simpleness will allow sections to diversify horizontally in the F&B industry and permit them to target more on business relating to their main competencies.

The main strategies advised for Apex-Pal will revolve around posting and linking value adding activities (synergy) among sections while retaining sufficient responsiveness to the Singapore F&B market.

6. 0 Proposed Strategies

6. 1 value creation through Nouvelle Happenings and Sakae

Nouvelle Events

Set up in 2001, Nouvelle Occurrences aims to be Singapore's Best Food & Drink Consultant. Today, it remains as the one specialist caterer in Singapore that will offer a unique kaiten (conveyor belt) sushi experience. This is made possible by an award-winning patented portable conveyor belt that can transplant the kaiten experience practically into any venue, whether it is a commercial function room or the garden in one's yard.

As the Innovative Food People, the Nouvelle team of dedicated chefs and creative consultants spares no work to make any private or corporate and business get together as well as product launches interesting and enjoyable for his or her friends. Besides offering excellent buffet fare, 'live' channels can be create to offer appetizing local or international favourites prepared instantly by our chefs. It also handles a central kitchen that facilitates the Sakae chain of restaurants and distributes air-flown Norwegian salmon and sushi to major hotels and restaurants on a monthly basis.

Strategy

Nouvelle's center competency is at generating creative ideas and designs for catering services and functions. Presently, Nouvelle branches into the areas that ought to be undertaken by Sakae brands. Such areas include kitchen personnel training, marketing management and restaurant management. Under such scenario, the core competency of Nouvelle may be diluted and a great deal works and roles are repeated within the Apex-Pal group. Nouvelle has its team of chefs, personnel and professionals taking care of catering, distributing, consultancy and logistic service. This is an unnecessary expense of resources and causes high cost of operation. On the other hand, the Sakae brand within Restaurant and Food Development business product has its team of chefs and professionals taking take of the restaurant business. Although thus giving greater specialization, there is absolutely no cooperation and complementation between your two brands. The diagram on next web page illustrates this point.

Sakae can better utilize those functions performed by Nouvelle to assimilate vertically. Nouvelle should transfer over business in central kitchen, circulation of elements (e. g. salmon and sushi), and culinary aspects such as kitchen personnel training to Sakae. This allows Sakae to achieve vertical integration and control of the worthiness chain. In the mean time, Nouvelle should concentrate greatly on its central competency of food consultancy and diversify horizontally in to the F&B consulting. In this manner, there will be greater chance for synergy creation.

When Sakae has control over your kitchen staff training, central kitchen and offer and distribution, it has greater control over its quality standard, product regularity and product differentiation. Sakae can centrally teach its kitchen staff and choose its supply of ingredients to meet the distinctiveness and uniqueness of the Sakae brand. It will be able to anticipate and react promptly and accurately to the changing tendencies and needs of the consumers because it now has better control over its value chain. At the same time, Sakae can leverage on its brand name of providing fresh and high quality food to market its business to business syndication of ingredients. In this way, higher brand identification is achieved.

On the other hand, Nouvelle should be a leading brand in Singapore for catering and food consultancy. It should be the business product that earns catering customers for Apex-Pal group on the other hand responding effectively to the needs of varied customers, especially the superior corporate and government customers. To generate greater chance for synergy with Restaurant Management & Food Creation unit, it should expand its business to related areas such as making and developing nutritious diet for the menu of restaurants. Nouvelle should diversify horizontally through interior growth because it is currently the market head and other rivals are offering homogenous services. Thus, there exists nothing suitable for Nouvelle to acquire.

Synergy between the two sections is created when both brands utilize the know-how of each other to add value with their services. For instance, if Sakae requires a design of meal that needs specific amount of various nutrients, it can ahead its requirements to Nouvelle which will then design the meals and choose the ingredients according to the technical specs. Conversely, Sakae can supply its culinary experience to Nouvelle as well. When executing catering services or food consulting, Nouvelle can cross its ideas and requirements to Sakae that will then provide its culinary experience to get ready and deliver the food. Therefore, having Nouvelle to diversify horizontally and Sakae to incorporate vertically will supplement their deficiencies through linking value added activities.

Nouvelle and Sakae also needs to leverage on brand name of the other person to increase and create higher revenue. This can be done by including the distinctive durability from each other into their own advertising campaign. The diagram below illustrates the abovementioned strategy.

In the abovementioned strategy, Nouvelle and Sakae can focus on their own core competency to attain brand individuality while complementing the other person by showing and linking value adding activities. Nouvelle is able to gain a solid foothold in the meals and catering industry and position itself as leading food consultants. Sakae is able to provide high quality food. The two business units have the ability to help one another to generate value by provide pooling their skills, thus overall resulting in higher quality of food and service. In addition, it gives higher leverage on brand names when arriving to attracting home based business.

Limitations

The first restriction is handling change. Nouvelle will copy its non competent business to Sakae and develop horizontally in the food and catering business. Sakae encourage Nouvelle's transfer and increase vertically. That is similar to a target radical change because this is a tactical change in which fundamental alterations are created to the business system and a lesser degree, the business enterprise system. Having, copy the majority of their business and resources to Sakae, Nouvelle most likely will experience a drop in income even though there's a horizontal diversification because the payback period can become more than a year. It's possible that there will some extent of political level of resistance via Nouvelle's management, specially when its compensation is tied to Nouvelle's performance. There may also be psychological resistance from the basic employees because of doubt and ambiguity that accompany the change. Worker may be disillusioned with the future of Apex-Pal.

To counter these resistances, aligning every stakeholder's interest to Apex-Pal's interest is vital. In the management level, professionals should be supportive and optimistic with the restructure plus they have to share with the worker the highly possible benefits that may be achieved. Perhaps, additional benefit can be accorded to Nouvelle's management for the period of restructure. Reshuffling the management position is not recommended because Nouvelle needs skills to diversify horizontally. New management may not be familiar with Nouvelle and could bring about more dilemma and harm the personnel morale. Motivating the staff and getting them to understand and support the restructuring are crucial to eliminating resistance.

Another possible disadvantage for the abovementioned strategy is that it could lose some responsiveness to the local market because of more meetings, extra complexity, potential conflict of interests and additional bureaucracy. In order to counter the actual lose in responsiveness, a high level of cooperation between your two brands is necessary. One brand must precisely communicate the facts that it desires and the other brand has to understand them. Operation and communication process have to be streamlined. This involves the personnel in both business units to deeply understand their strategies and businesses. Also, each business unit can have a dedicated management team to manage functions that must be specifically made for the business device, e. g. marketing, communication and public relations. However, the potential lose in responsiveness might not exactly be severe because this creation of synergy is actually tailored to the local market and food industry.

The last downside is that leveraging on each other's brand name is beneficial when they are both doing well. If one brand does not perform satisfactorily, it can affect the other brand which is leveraging on it. Generating synergy among brands is like a dual edged sword. It will produce augmented benefits if both brands are executing. However, if one brand fails it can affect the others. To counter this, high level management must make strategic adjustment consequently and stop the leverage when the problem requires.

6. 2 Value creation through Sakae and Kohi Ten

Kohi Ten

Kohi Ten is the first Japanese siphon pub caf to be opened in Singapore. It aims to inject Tokyo caf culture in Singapore and record the hearts of caffeine lovers here using its new principle. Kohi Ten acts to fill a distinct segment market for newly brewed gourmet espresso. Believing to gain first mover gain, Apex-Pal expected demand to increase as similar principles are already quitter established far away such as Hong Kong and Japan. Kohi Ten places itself apart from conventional coffee joint parts and local coffee shops using its own of its kind siphon-brew espresso bar imported from Japan. The brand leverages on the word 'kohi', which in Japanese, means 'special drink' and thus signifies a special occasion. This is as opposed to the western understanding of coffee drinking alcohol, which is mainly regarded as an everyday affair.

The brand's distinctive feature is its brewing method that is unlike other common coffee making methods. Kohi Ten adopts a method called 'siphoned making' which gives its coffee a clean, clean and rich taste. In addition, it uses coffee beans from Japan's oldest and largest fresh coffee dealer Ueshima Espresso Co. , Ltd, (UCC). Like the other brands under Apex-Pal, Kohi Ten adopts a classic Japanese design to offer its customers a Japanese caffeine drinking alcohol culture. The specially trained baristas and Kohi Ten's open concept offers its customers a firsthand check out how their espresso is brewed.

In Singapore, the coffee establishment industry is not in short supply of major players. Starbucks alone has more than 60 outlets island-wide, while BEANS and The Caffeine Connoisseur have 48 and 31 shops respectively. Maybe it's said that the caffeine market in Singapore is near to saturated, which makes it very hard for Kohi Ten to support its business in the espresso making industry. Despite having its key distinctive selling point, Kohi Ten encounters the problem of general public unawareness of its brand. With only 1 wall socket throughout the island (located at Cuppage Terrace), the brand together is unable to set up a strong enough existence to increase its brand consciousness.

As seen from the chart extracted from the office of reports in Singapore, the wages to expenditure ratio (others), and the profitability proportion (others), is relatively low in comparison with fast food shops and caterers. Revenue to expenditure proportion measure the proportion of functioning surplus to operating expenditures.

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With only 1 wall plug in Singapore as mentioned, it is extremely problematic for Kohi Ten to determine economies of size in conditions of its creation and imports, which further boosts operating expenditures for the brand. In conjunction with having low levels of brand awareness, a minimal margin level would eventually contribute to possible net loss for the brand.

To increase its success, Kohi Ten offers caffeine at prices that are much like those offered in other caffeine residences in Singapore. However, preparing products at a higher price would eventually rot the demand for its product offerings. This strategy would prove to be inadequate as it generally does not contain the economies of level required to reduce its overall costs when faced with low sales volumes and increasing costs levels. Thus, the main element goal of Kohi Ten is to be able to set up itself and build its brand awareness, thus, increasing sales, profitability and future sustainability of the brand.

Strategy

As Apex-Pal's flagship brand, the Sakae brand name has more developed itself as a brand associated with Japanese dinner and sushi. Our proposal is to incorporate Kohi Ten and Sakae horizontally by leveraging on the Sakae brand name to increase Kohi Ten's brand consciousness. Through this plan, we hope to achieve synergy through aligning the business's position and integration of activities.

A possible manner in which Kohi Ten would be able to leverage on the Sakae brand name would be to increase its competitive position. Currently, Sakae offers its customers various deals predicated on location and time. Such offers include lunchtime buffets for the busy executives and dinner special deals for those dining out at night. Whatever we propose would be to integrate Kohi Ten's menu during one of the hours in their Sakae. To help expand cater to lunchtime executives as well as a tea-time offering, Sakae could give a tea-time special from 2pm to 4pm where they could offer customers with caffeine and treats from Kohi Ten's menu. Kohi Ten offers sweets and coffee in its menu which would be appropriate for a tea-time treat.

This strategy offers benefits for both brands. For Kohi Ten, they could leverage on Sakae's brand to create understanding for its own brand. With over 40 shops of Sakae Sushi, Sakae Teppanyaki and Sakae Izakaya island-wide, the Sakae brand is well build and well known throughout Singapore. Customers who are used to dining in Sakae shops would be aware of the lifestyle of Kohi Ten and their product offerings, thus, increasing Kohi Ten's brand understanding.

For Sakae, the intro of Kohi Ten's menu would help increase its product offerings, and further draw customers in to dine in the Sakae outlets. This increase in variety provides consumers with a wider range of dining selections to choose from aside from Sakae's existing menu. Such integration would add value for Sakae as they could then give attention to their primary competency, which offers fresh quality sushi and a casual Japanese dinner experience, alternatively than having to consistently produce product offerings to cater to its promotional time slot machines.

Apex-Pal mentioned they are heavily centered on marketing efforts on the Sakae brand. This extensive marketing work has obviously been illustrated with the continuing promotional offerings that Sakae always hold. Furthermore, Sakae's main strategy is to connect its brand with sushi and Japanese dining, something Kohi Ten could potentially leverage on. With Sakae's strong brand position and acceptance, along using its intensive marketing team, resources could be allocated to Kohi Ten to enhance its marketing team as well as the sharing of marketing experience.

Kohi Ten could potentially benefit from Sakae's knowledge in their marketing activities, possibly witnessing greater degrees of brand understanding and increased in sales soon. It is very important that Kohi Ten's brand understanding is further enhanced such that it can maintain the brand over time. Furthermore, much like the other espresso houses, Kohi Ten should be able to increase their variety of stores and achieve economies of level in order to reduce overall running expenditures, but at the same time, sustain a wholesome stream of customers to ensure sustainable profit levels. In addition to better marketing work, Sakae would also have the ability to share its know-how in food preparation and quality control, hence, increasing the level of quality of the menu items offered in Kohi Ten.

Limitations

Such a strategy could present certain problems for Apex-Pal. Integrating Kohi Ten into Sakae's menu could potentially erode the brand value of Sakae in conditions of the product offerings. Sakae has been known to provide mostly sushi and sashimi in their menu, along with other Japanese main programs such as hot pots and Japanese grilled foods. Having items such as espresso and desserts from Kohi Ten's menu could possibly erode Sakae's identified area of expertise in providing high quality Japanese main training.

In addition, if more brands like the Pasta Shop and Crepes and Cream were to be integrated into this plan, further erosion of Sakae's brand could result. Thus, there is a limit to the amount of brands that could possibly be built-into Sakae.

Diverting marketing efforts into Apex-Pal's smaller brands like Kohi 10 may lead to an eventual decline in marketing efforts required to further elevate the Sakae brand in Singapore. As cited by CEO Douglas Foo, it continues to be important for Sakae to establish itself in Singapore in light of the growing competition with rising quantity other Japanese food organizations in the united states. (CITE HERE)

6. 3 Value creation through consolidation of brands

Having way too many brands under Apex-Pal's portfolio may pose difficulties for the company in terms of management and learning resource allocation. Presently, Kohi Ten along with the Pasta Shop only have 1 store each, whereas Crepes and Cream stands at about 7 island vast. The main concern for these standalone brands is their potential to garner brand acceptance, capture an acceptable amount of sales to ensure sustainability, as well as keep operating costs low enough to ensure a profitable procedure.

Our strategy engaged consolidating these standalone brands and their outlets under one major brand, and creating a large eating establishment where these brands could be create in. Like the concept that has been implemented by the more popular Kopitiam (which has been hugely successful) and the more up market Marche and Shokudo, Apex-Pal could gather these brands and produce a 'food market' theory where each of the individual brands would come under one roof top to provide customers with a variety of products to satisfy their palette.

The grocery store strategy not only offers a decrease in overall jogging costs (because the overheads are spread out amongst the stalls of every brand), but also a decrease in logistical costs. Food preparation from the central kitchen, as well as the delivery of the meals products are further streamlined instead of having many syndication lines to every individual outlet. In addition to the decrease in costs as mentioned above, these standalone brands could further leverage on the Sakae brand to increase their brand acceptance. Insurance firms a Sakae Sushi wall plug on the market, customers who go to the market for sushi not have only the possibility to satisfy their craving for sushi, but are also made aware of the existence of these other brands under Apex-Pal. Customers of Sakae aren't limited to the meals choices provided by Sakae, but are also offered a wider selection of foods from Kohi Ten, Crepes and Cream and The Pasta Shop.

As these specific brands gain a more robust level of brand popularity through the market notion, Apex-Pal could start creating individual outlets individually in the future. Such a opportunity would need to be reliant on the market response for the brand as well as the demand and success of the brand.

Limitations

In order to get this to strategy work, Apex-Pal must obtain a lease to a location where there are high quantities of men and women both on the weekdays and the weekends. One such area would be in the heart and soul of Singapore, Orchard Highway, or in more frequented areas such as Clarke Quay. Local rental costs along Clarke Quay do not come cheap and could soar of up to $10 per square feet, or around $100 per square metre. This is at least 30% to 40% higher in comparison with the areas such as surrounding the fringes of the town.

When compared to the other strategies pointed out, the food market theory would only have the ability to take flight with a huge capital investment. Instead of spending capital to the beginning of more outlets, the funds may be used to implement this loan consolidation strategy. This idea is something Apex-Pal hasn't ventured into, and is most probably unfamiliar with. As well as the high costs of local rental, the relocation of staff and hiring of additional manpower may be required in the process. However, we see huge prospect of Apex-Pal in implementing this plan in conditions of increased earnings and lower costs, which equate to higher profit.

7. 0 Conclusions

A two-phase execution strategy is recommended. Within the first phase, restructuring and value-adding service and products between business units should be completed (i. e. section 6. 1). Once period one is close to completion, consolidation of brands, re-marketing and creating synergy inside a business unit can be executed (i. e. 6. 2 and 6. 3). This is because that the first period can be an inter-business models change as the second phase is an intra-business device change. Both types of changes involve Restaurant Management and Food Development device but overloading a company device beyond its limit to absorb changes can be quite disruptive to the business enterprise device. Each change alone is ground-breaking in mother nature. However, when applying in two phases by Apex-Pal, they become evolutionary in nature. Achieving a fine balance between cutting edge and evolutionary change procedures is necessary to successfully implement these proper changes.

The abovementioned strategies will help Apex-Pal to create better value both within each business product and among all the business units. This can in turn drive up sales, belongings turnover and profit percentage due to increased brand recognition, customer satisfaction and efficient use of resources. There will be greater circulation of synergy both among and within the business units and the complete Apex-Pal group will worth more than the total of its parts.

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