Tea Bazaar is a Thai and continental cafe located in Dhaka, Bangladesh. The document provides an analysis of Tea Bazaar's strategic planning. It examines their vision, mission, goals, strategic intent, core competencies, issues in strategic planning, who is involved in planning, their planning system, techniques that could benefit management, an organizational audit including SWOT analysis and Porter's Five Forces, an environmental audit, appropriate future strategies, resource requirements, targets and timescales. Stakeholder analysis is also discussed as being important for gaining support and improving projects.

1. A Comprehensive Strategy Analysis
Intended For Tea Bazaar
A Thai & Continental Cafe
Prepared By:
Sheik Shami Ullah Chowdhury
(ID-2012121015)
HND Business Intake 1, 2012
Prepared For:
Mr. Ashiqur Rahman Bhuiyan
Head & Faculty, School of Business
BAC
Dhaka, Bangladesh

2. Tea Bazaar: Thai & Continental Cafe
Tea Bazaar is located near Bissho
Road in Bashundhara Residential
Area.
Vision: The place to retreat for a
tranquil environment.
Mission: Provide consumers with
high-quality meals and atmosphere
to meet their personal and
recreational needs.
Goals: Raise profitability. Maximize
net income by increasing revenues
and controlling costs.
Strategic intent: Contemporary interior decoration adjusted frequently with
consumer demand.
Core competency: Unique interior decoration and exotic food recipes.

3. Issues Involved In Strategic Planning of Tea Bazaar
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In case of Tea Bazaar, planning is carried out frequently
because their product and service are in an industry that is
changing rapidly.
Here, planning is carried out once or even twice a year and
done in a very broad and detailed fashion.
Strategic planning was done when business was just getting
started.
Strategic planning is done in preparation for any new major
venture.
During implementation of the plan, the progress of the
implementation is reviewed at least on a quarterly basis by
the board. The frequency of review depends on the extent of
the rate of change in and around the business.
Reference: Manager (Tea Bazar): Mr. Leon (Personal Communication, September 2012)

4. Who are involved in planning?
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The chief executive and board chair are included in the
planning group.
At least one person is always included in the group, who
ultimately has the authority to make strategic decisions.
As many stakeholders as possible are involved in the planning
process.
At least those who are responsible for composing and
implementing the plan are always involved.
One person is involved to administrate the process.
In general, when there is any uncertainty about whether a
certain member should be involved in planning, they are
involved because its worse to exclude someone useful then it is
to have one or two extra people in planning.
Reference: Manager (Tea Bazar): Mr. Leon (Personal Communication, September 2012)

5. Planning system of Tea Bazaar:
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Top-down planning system is used.
Top management personnel set the goals and
control planning activities for all the lower levels of
management.
o It is a good fit for employees
who enjoy being directed and
want to know what to expect
every day.
o However, there is a risk of
losing potential talent because
most creative employees are
likely to look elsewhere for a
position that better recognizes
their abilities.
Image Represents: Tea Bazar Attendant

6. Planning Technique Which May Benefit
Management of Tea Bazaar
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Space Matrix is a management tool used to analyze a
company.
It reveals a four-quadrant framework which indicates
whether aggressive, conservative, defensive, or
competitive strategies are most appropriate for a given
enterprise or company.
The presented diagram shows that the
firm is in a very favourable position and is
able to take an aggressive growth
strategy.
It is operating in an attractive and stable
industry and has major competitive
advantages backed up by significant
financial strength.
This is what a completed SPACE matrix looks like:

7. Organisational Audit for Tea Bazaar
SWOT Analysis: stands for strengths, weaknesses,
opportunities, and threats.
It is an instrument for auditing an organization and its
environment. It is the first stage of planning and helps
marketers to focus on key issues of business.
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Tea Bazaar’s
Strengths –
•Prime Location
•Good Interior
•Quality Food
•Excellent
Service
Tea Bazaar’s
Weaknesses –
•Undersized
•Undifferentiated
recipes compared to
FFC
•Lack of marketing
proficiency
•Poor reputation
Tea Bazaar’s
Opportunities –
•Can easily merge
with the
neighbouring
restaurant and form
alliance
•Can become the
leading fine dining
restaurant of area
Tea Bazaar’s
Threats –
•Competitor
(FFC) has superior
access to channel
of distribution
•Recent ban on
Shisha
FFC : located near Tea Bazaar. They also offer a very soothing environment for private hangout.

8. Environmental Audit for Tea Bazaar
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Porter’s 5 Force Analysis: it is a simple but powerful tool for
understanding where power lies in a business condition.
Supplier power (The power of suppliers
to drive up the prices)
•Moderate number of supplier
•Similar products are available
•Able to substitute supplier
•Able to change supplier
Overall: Neutral supplier power.
Competitive rivalry (The strength of
competition in the industry)
•Many competitors
•Low switching costs
•Low customer loyalty
Overall: Extremely high competitive rivalry.
Threat of substitution (The extent to which
different products can be used)
•Some cross-product substitution available
•Some recipes can be made at home
Overall: Some substitution available.
Buyer power (The power of customers to
drive down prices)
•Regular local university students
•Buyers are cooperative
•Some large orders
Threat of new entry (The ease with which new competitors
•Buyers are able to substitute
can enter the market)
Overall: High buyer power.
•Not too expensive to enter into the industry
•There are some cost benefits if in business for some time
•Low barriers to entry
Overall: New entry is quite easy.

9. Appropriate Future Strategy for Tea Bazaar
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Grand strategy matrix is a powerful tool in devising
alternative strategies based on four elements:
The four elements
outline a four
quadrant matrix in
which every
organization can be
placed in a way the
identification and
selection of
appropriate strategy
becomes a simple task.
Grand Strategy Selection Matrix:

10. Resource Requirements to Implement the New Strategy
In order to start the liquidation process, Tea Bazaar needs to realize the following
considerations:
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The sale must be as short as possible to limit overhead
expenses.
The sale must be conducted during the proper time of the
year.
Markdowns must be calculated for each class or
department of the store. Determining the initial
markdowns and the timing and amount of later
markdowns is crucial.
A promotion program must be developed that will sustain
the actual sale and closing of the store.
A detailed "A to Z" business plan must be developed for
the sale.
Noted: Management might not find it desirable cause it proves their inefficiency

11. Target & Timescales for Achievement
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Identifying exactly how all aspects of the sale will be
conducted.
Clarifying all of the details of the sale.
Making available a formal proposal and projection for
the outcome of sale.
Finding out any hidden costs.
Finding out if there is someone with whom Tea Bazaar
would be comfortable doing business with.
Initiating a promotion program to clear inventory.
Finding an equipment dealer, or liquidate the furniture’s
with the assistance of an industry-specific auction
house.

12. Significance of Stakeholder Analysis
Stakeholder Analysis is the technique used to discover the key people
who have to be won over.
The benefits of using a stakeholder-based approach are that:
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We can apply the opinions of the most powerful stakeholders to
outline our projects at an early stage. This will make it more likely
that they will support us and their input can also improve the
quality of our project.
Gaining support from influential stakeholders can help us to win
more resources. This makes it more likely that our projects will be
successful.
By communicating with stakeholders early and regularly, we can
guarantee that they fully realize what we are doing and understand
the benefits of our project. This means they can support us
dynamically when required.
We can predict what people's response to our project may be, and
build into our plan the actions that will gain people's support.
Stakeholders of a project: Boss, Co-workers, Suppliers, Senior Executives, Customers

13. References:
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Riley, Pippa (2011). Business Strategy. London: BPP Learning Media Ltd.
John L. Thompson. Understanding Corporate Strategy. London: Cengage
Learning.
Manager (Tea Bazar): Mr. Leon (Personal Communication, September 2012)
Gary Hamel and C.K. Prahalad. Strategic Intent. Retrieved September 01,
2012, from http://hbr.org/2005/07/strategic-intent/ar/1
Carl W. Stern, George Stalk. Perspective on strategy from Boston Consulting
Group.
Stakeholder Analysis. Retrieved September 01, 2012, from
http://www.stakeholdermap.com/stakeholder-analysis.html