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Rmit Project Analysis

By:   •  July 21, 2018  •  Case Study  •  2,360 Words (10 Pages)  •  484 Views

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Company overview

Founded in Kaoshiung, Taiwan in 2006, Gong Cha is the fastest growing tea brand in Asia with over 600 stores in Taiwan, Singapore, Hong Kong, China, the Philippines, Cambodia, South Korea, Indonesia, Malaysia. Its first Australian branch was opened in 2012. It later expanded rapidly and its 48th branch in Australia was opened on April 12, 1818 at L01, K01, Macarthur Square, 200 Gilchrist Dr, Campbelltown NSW 2560. This is also the branch that will implement this project.

Gong Cha serves a total of about fifty-seven different drinks, which can be divided into seven types: house specials, brewed tea, milk tea, "Creative Mix", coffee, "Healthy Series", and ice smoothies. The products can be adjusted to suit the taste of the local customers.

The main goal of Gong Cha is providing the best quality tea and beverages to its customers. The company believes in providing fresh, healthy, freshly brewed tea and beverages with fresh flavors will create a breakthrough in consumer perception about its brand.

Project description

After three months of operation, the Macarthur Square branch decided to plan a project to evaluate its operations. The branch coordinated with the students, as an employee and manager assistant of the branch to carry out the project. Major issues addressed include detailed reviews of promotions, customer flows and their feedbacks. Based on the results of the study, the next phase of the project will decide to launch new recruitment programs. Besides, it also reviews and adjusts the menu of the branch to meet the demand of local clients. Specific issues are related to the service and staff quality of the branch.

Stakeholder analysis

Our aim is developing stakeholder engagement plans because it has a common interest. We want to participate in the first phase, to achieve and maintain support from the most important and important stakeholders. They can contribute as an expert in their field to the project by improving plans and policies. Information flow will be fine-tuned, concerns from stakeholders will be heard. Based on the tables below, we assess the role and needs of each stakeholder. Through this, we strive to find ways to meet all of these needs. We also classify stakeholder based on scores. This tells us what stakeholder is important and what we need to focus on.

  1. Internal and external stakeholder

Stakeholder analysis

Internal

External

Affected by project process

Owner

Media

Managers

Suppliers

Baristas/ bakers

Authorities and government

Staff/ crew

Competitors

Project core team

Customers

Main company

R&D team

Affected by project result

Owner

Customers

Managers

Special interest groups

Staffs

Competitors

Sponsors

Public

  1. Indentification

Stakeholder identfcation and prioritsation matrix

Internal stakeholders

Main company

Owner

Manager

Staffs

Baristas/bakers

R&D team

Project core team

Importance

Advice on operation and expertis

Finance and decision-making

Management, reporting and administration

Collecting client feedbacks.

Applying new changes

Re-checking and applying new recipes.

Re-searching for new products.

All

Power

3

5

4

1

2

2

4

Interest

4

5

4

2

2

2

5

Impact

5

4

4

2

3

3

5

Urgency

4

4

4

2

3

3

5

Legitimacy

3

3

3

2

2

1

4

Total

19

21

19

9

12

11

23

Priority (key or other)

Key

Key

Key

Other

Other

Other

Key

Range from 1 – 5 (least – most important)

External stakeholders

Customers

Suppliers

Authorities

Competitors

Special interest groups

Public

Importance

 Product consumption

Supplying required materials

Quality and safety assessment

Product competitions.

Product design.

Promotion and reviews

Power

3

2

3

1

1

1

Interest

4

3

1

2

2

2

Impact

4

3

3

2

2

1

Urgency

3

3

1

1

1

1

Legitimacy

3

2

4

1

1

2

Total

17

13

11

7

7

7

Priority (key or other)

Key

Key

Other

Other

Other

Other

  1. The matrix

Stakeholder matrix

Stakeholder

Interest in project

Priority

Support/Mitigation strategies

Main company

The results;

The quality of products;

Reputation;

Revenue.

Key

Constant communicaton and informaton sharing

Owner

The results;

The quality of products;

Reputation;

Revenue.

Key

Constant communicaton and informaton sharing

Managers

The process;

The quality of products;

Staffs;

Effiency;

The result.

Key

Keep informed of process and plans changes

Staffs

The process;

The results.

Other

Inform and guide about new changes

Baristas/ bakers

The process;

The changing;

The results.

Other

Inform and guide about new changes;

Checking application process;

Constant improvement and contact.

R&D team

Decision about menu changing;

Demand of customerss.

Other

Inform about the product feedback and control the deadline of new products

Project core team

All

Key

Inform, control and motivate.

Customers

New products;

Price;

Quality

Key

Promote about new products;

Offering new promotion to attract more customers.

Suppliers

New products and needed materials.

Key

Inform changes and request to adjust contract.

Authorities

The quality of the products

Other

Keep informed of process and share strategy

Competitor

All

Other

Prevent copy and improve the unique of the product.

Special interest groups

Results; quality; products

Other

Promote about new products

Public

New products and promotions.

Other

Inform about new products and require reviews.

Connection and decision-making

  1. Building relationships

The relationship between the stakeholders is Gongcha's top concern as it determines the success of the project. In addition, the company is committed to working with partners in the project to encourage respect and trust in order to increase productivity.

To stakeholders:

  • Actively build strong relationships from the start. This can be done by sharing the vision and the process of the process, not only through regular meetings, but also by any opportunity the manager has with them to get them on the same page. This ensures that the parties understand what is going on and what results they produce. Help is only provided when they understand what they need to do;
  • Involving the stakeholders. The success of the vision depends on the level of enthusiasm of the stakeholders. Regularly ensuring that the parties can participate in the project development process. Ask for their advice, such as how satisfied they are. This can be a criterion for the manager to improve the project;
  • Scheduling periodic touch-base sessions. Regular meetings keep the project and stakeholders on the same page and this means the project can take on potential challenges before they arise. It is also an opportunity for comments on improvements to be made;
  • Addressing problems as they arise. Issues must be communicated in an open and transparent manner. Rather than conceal it and go to failure, the parties can have a discussion and agreement on the necessary solutions;
  • Holding on deadlines and promises. Managers need to make sure the team is doing correctly what they set out to do. Issues affecting the quality and timing of the project should be clearly communicated.

To project team members:

  • Objectives, goals and deadlines must be reasonable and achievable. They need to be discussed before being set up.
  • Inspired by the leader. Leaders need to be clear about what team members should do and why they need to do it;
  • Conflicts need to be resolved fairly;
  • There should be rewarding incentives when employees work effectively;
  • Frequently exchange and receive feedback from members.
  1. Decision-making process

Project decision-making guide

Person/Method

When

Main company decides

Input useful

Owner decides

Critcal decisions; final decisions.

Manager decides

Team discussion, owner acceptance needed; Critcal decisions

Project team discuss and consensus

Customer demand, stakeholder feeback; time is critical, “big picture” needed

For example, to decide whether to implement this project, it is necessary to adopt the following procedures:

...

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