Write a 700- to 1,050-word section for your business model and strategic plan in which you add your strategies and tactics to implement and realize your objectives, measures, and targets.Include marketing and information technology strategies and tactics.Develop at least three methods to monitor and control your proposed strategic plan, being sure to analyze how the measures will advance organizational goals financially and operationally.Determine the best possible options for evaluating the strategic plan. Explain the ethical issues faced by the organization, summarize the legal and regulatory issues faced by the organization, and then summarize the organizations corporate social responsibility.Include in this section the possible implications of the triple bottom line (people, planet, profit) on the strategic plan and its implementation.Write a 350-word executive summary defining the new division of existing business. Share your Vision, Mission, final business model, and value proposition, and list your key assumptions, risks, and change management issues. Quantify the growth and profit opportunity and planned impact on various stakeholders.Note: Any investor should be eager to meet with you after reading your executive summary.Using the University of Phoenix Business Model and Strategic Planning Outline as a guide, combine Parts 1, 2, and 3 of your completed business model strategic plan with your Final Business Plan Model assignment and Executive Summary. This includes the Business Model, Vision, Mission, Values, SWOT Analysis, Supply Chain Analysis, Balanced Scorecard, and Communication Plan from prior weeks. Your consolidated final strategic plan should be 4,200 to 5,250 words in length.Format the paper consistent with APA guidelines.Attached are the assignments over the past few weeks, along with an example of the scoreboard.Running Head: COTT BEVERAGES
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Cott Beverages
University of Phoenix
BUS/475
November 28, 2016
COTT BEVERAGES
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Table of content
Table of content
New Product and division
Mission statement
Product differentiation
Customer needs and Competitive advantage
Vision statement and Business model
Aligning company’s mission, vision, and value with the new product
Strategic Direction
Guiding principles
References
COTT BEVERAGES
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New Product and division
Cott beverages company is a well-known all over the world to produce beverage drinks
(Cott, 2016). The drinks are doing well in the market. There has since been a new opportunity in
the market which the company wishes to be part of. The new opportunity is the production of
nonalcoholic fruit wine. There have been many requests by the clients that they needed a nonalcoholic wine drink. Since this is a new idea, a new division in the company will be created.
The division will be tasked with the production, marketing and distributing this product in the
market. Just like all other products are doing well in the market, the non-alcohol fruit wine will
be expected to perform the same way. This division will be expected to work with the four C’s
framework. This stands for customers, cost, capex, and cash flow.
Mission statement
Non-alcoholic fruit wine is a new venture that Cott beverages would like to take an
opportunity and risk producing it. This product is expected to be customer friendly just all other
products produced by the company. The company produces drinks that can be taken by all
customers from all age groups. Since the product is non-alcoholic, the market size is expected to
be even bigger. The mission statement that this division should focus on attaining states that this
product should be of high quality and meet or surpass the customer’s needs. Innovation and
creativity are a key part of growth and production of this product and it is aimed at becoming a
household name and continued growth.
COTT BEVERAGES
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Product differentiation
There are many nonalcoholic fruit wines in the market today. However, the non-alcoholic
fruit wine that will be produced by Cott beverages is expected to stand out in the market. One of
the unique features that this product will have is that it will have real fruit taste because it will be
made from the best hand-picked fruits. Secondly, the product will be sold at a very pocketfriendly price yet it will be of the best quality in the market. Cott beverages expect the people
who do not take alcohol to have the same feeling when having their wine. It will be locally
available and people will be able to purchase it anytime because it is friendly. Packaging is also
very important when differentiating the product. This non-alcoholic fruit wine will be packed in
a unique bottle that is friendly and recyclable. The environment plays a big role in this. Cott
beverages Company uses products that are environment friendly. This means that the product
will be packaged in uniquely made bottles that can be recycled, and portable. This is a drink that
someone can carry and not be worried about spilling or breaking of the bottle. With all these
unique features, it is expected that the non-alcoholic fruit wine, will attract many customers.
Customer needs and Competitive advantage
When a research by Cott Beverages was conducted, it indicated that there are many
people who do not take alcoholic drinks. They would however not mind taking wine with no
alcohol in it. Not so many companies in this industry produce a non-alcoholic and healthy fruit
wine. This was an opportunity that the company decided to maximize on and give the customers
what they needed. They also needed a drink that could be taken by all age groups especially
during a celebration. Many customers believe that during any celebration, they need to have a
good drink (Olson & López, 2009). However, those who do not take alcohol end up taking fruit
COTT BEVERAGES
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juices. This is not bad, but to make them feel like they are part of the celebration, they can take a
nice fruit wine that is alcohol free. Many wine bottles are fragile. Customers wanted a portable
package that is friendly to the environment. Therefore, the company will provide unique bottles
that are not fragile and can be recycled. Cott beverages Company hopes that this product will
satisfy this group of customers.
There will always be a competition in every market and Cott beverages company
understands this well. To stand out of the competition, the non-alcoholic fruit wine will be
readily available at a friendly price. The customers who wanted to have this product will be able
to purchase it from any outlet and at a good price. The second competitive advantage is to ensure
that all customer needs are satisfied. Every bottle should give the customer the satisfaction they
were looking for. This will make them come back for more and bring more customers. Massive
advertisement will also increase the chances of beating existing customers. Since Cott beverages
Company is well known to produce good drinks, with massive advertisements, clients will be
introduced to this new drink.
Vision statement and Business model
Cott beverages, under the new division, has a vision that will help in attaining its longterm goals (Cott, 2016). Its vision is to become the best company in beverage production with
the help of discipline and quality products. So far, the company is well known for the production
of quality products. Therefore, the new product is expected to do well in the market. The vision
statement helps to consider the future. This product is meant to be manufactured now and in the
future. The new non-alcoholic fruit wine is expected to be the leader in this industry and to
COTT BEVERAGES
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satisfy all the needs of the clients through discipline now and in the future. Some of the contents
of this product might be changed to fit into the customer demands.
The most appropriate business model for this new product falls under manufacturing.
Cott beverage company falls under the manufacturing category. It will be responsible for
manufacturing this product by gathering all the required raw materials, assemble and mix them
together and come up with a final product. The company will also be responsible for packaging,
branding, and marketing. From here the product will be sold to distributors who are expected to
sell the products to the retailers and then the end customers.
Aligning company’s mission, vision, and value with the new product
Cott beverages company mission statement states that the company is committed to
providing quality products to their customers. It strives to expand its consumer products and
household name. The new products mission statement is perfectly aligned with the company. It
states that product should be of high quality and meet or surpass the customer’s needs.
Innovation and creativity are a key part of growth and production of this product and it is aimed
at becoming a household name and continued growth. Cott beverages vision statement states
that its success is obtained through discipline and is expected to guide the company through its
growth and expansion in the future (Cott, 2016). The new non-alcoholic wine product has a
vision statement that fits well with the company’s vision statement. It states that the new product
will satisfy all the needs of the clients through discipline now and in the future. The company
offers value added products with a high quality and low price. This is exactly what the new
division is aimed at doing. It aims at producing a high quality non-alcoholic wine product at a
low coat and to satisfy all the needs of its clients.
COTT BEVERAGES
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Strategic Direction
The vision, mission, and values of the new non-alcoholic fruit wine will guide the
product into the perfect direction it wishes to take. One of the strategic direction is that the
product wishes to be the best in the market, and produce high quality products at a low cost. The
mission, vision, and values of the company will be a guide because this is what they intend to
achieve and represent the company. The second strategic guide is to stand out of the country and
best the competitors. This new product wishes to be here for a long time and be the best in the
competition just like the new product.
Guiding principles
Culture is one of the major guiding principles of this new product. The Cott beverage
company culture is known to be the best in the market, produce quality products, and sell them at
a lower cost (Cott, 2016). This is the same culture that the product will follow and abide with
now and in the future. When it comes to social responsibility, the product expects to produce
products that are not harmful to the environment and are recyclable. This is a new product that
cannot afford to give back to the society directly. It is up to the division to ensure that the society
is happy with the product is made and does not cause any harm to anyone. Ethics is the overall
guiding principle in this division. The code of ethics in this company expects everyone to work
their part with professionalism, honesty, respect, and integrity. This way, all the goals and
objectives of this new product will be achieved. When culture, social responsibility, and ethics
are combined, the product is expected to be exceptionally well. This is one product which is
expected to perform well if not better than the existing products in this company.
COTT BEVERAGES
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References
Cott (2016). Retrieved from http://www.cott.com/product-portfolio
Olson, J. S., & López, C. (2009). Build your beverage empire: Develop, market and sell your
beverages. Place of publication not identified: Cube17, Inc.
Running Head: STRATEGIC PLAN PART II
Strategic Plan Part II
University of Phoenix
BUS/475
December 5, 2016
1
STRATEGIC PLAN PART II
2
Contents
SWOT Analysis
External environment analysis
Internal environment analysis
Adaptation to Change
Supply Chain analysis
Issues and Opportunities
References
SWOT Analysis
With a new product division in line, Cott beverages conducted an environmental research
that would help in analyzing the environment and its reception in the market. The first research
was the strengths, weaknesses, opportunities and threats the company faced as well as the new
one alcoholic wine division. The table below gives a summary of the SWOT analysis findings.
Strengths
● Quality products and trusted brands
Weaknesses
● Limited experience in the wine industry
● High cost of launching a new product
STRATEGIC PLAN PART II
● Successful market in America and
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● High marketing costs
Europe
● Skilled and committed team
● Low cost set up
● Advertising and marketing capabilities
Opportunity
Threats
● Expansion of products
● Imitation of products
● Unrestricted working hours
● High number of competitors
● Increasing awareness for nonalcoholic
● Pressure from competitors to cut prices
drinks
● New markets
● Growing suspicion of packaged
products are not healthy
● Change of consumer behavior patterns
External environment analysis
These are the activities or factors that affect the business from outside. The first one is the
legal and regulatory environment. The new product division must adhere to all the rules and
regulations in all the countries that it will be selling its products. Economically speaking, the
STRATEGIC PLAN PART II
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environment is stable and the new product is expected to do well (Olson, & López, 2009).
Technological and innovation environments play a vital role in the production of the new
product. The machines, sales, and marketing must use the new innovations in technology to keep
up with the pace of the competitors. The social environment is expected to help in boosting the
sales of the nonalcoholic wine. Many people are advocating for this product and it is expected to
do well in the market. The environment is rather stable in the different markets where Cott
beverage sells its products. Competition is high in this field. Even though this is the first time
producing this type of a product, it is expected to beat some of the big competitors due to the
strength that company has in the beverage market.
Internal environment analysis
The new product has a good strategy that is expected to not only succeed in the market,
but to improve the image of the company. The major goal for this new division, as stated in its
mission statement is to become one of the best nonalcoholic wine drinks in the beverage world.
The company’s culture is to always produce quality products that have a competitive advantage
at a reasonable price. This is what the new product is also expected to follow. The management
of the company has so far provided the best leadership in the last couple of years. This trend is
expected to continue while producing this product. Technology will also be used in the
production of the product. Modern innovation of manufacturing wine will be used so that the
product can have a competitive advantage in the market.
Adaptation to Change
In just about any aspect of life, change is inevitable. Cott beverages does its best to adapt
to changes in the best way possible (Cott, 2016). With the production of this new product, there
STRATEGIC PLAN PART II
5
are many changes anticipated. The changes are expected to be in production, accounting, sales,
human resources, and marketing. The management has formed a new team that will be used to
make sure that these changes do not affect the operations in the company. This is the only way
the company will keep moving forward. All adjustments will be well informed to the respective
shareholders in time so that they can be prepared when the changes come through.
Supply Chain analysis
The new product is expected to reach the end user with the help of a supplier. This new
product is expected to make an impact not only to the company, but the shareholders as well.
The product will produce din the company. All interested distributors will be expected to
purchase the product from the company. There will be no direct sales to wholesale or retail
shops. From the distributors, wholesale shops will purchase the products here, who will then sell
the products to the retail shops. The retail shops will then sell the products to the end customers.
This is a chain that is being used by some of the leading organizations in the world as well as
Cott beverages. The supply chain will ensure that all stakeholders benefit from the fruit flavored
wine. All competencies and resources, with the help of this supply chain, will be put into
maximum sue. If the wine does well in the market, just like it is expected, the company will
enjoy all the benefits as well as all the stakeholders involved (Russo, 2008).
Issues and Opportunities
Based on the company analysis there are various issues and opportunities that the
company faces. The first issue is the imitation of products and high competition. There are
companies that do not want to be original and wait until a product is launched then produce the
same product (Olson, & López, 2009). This makes the competition even more difficult to beat
STRATEGIC PLAN PART II
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because the imitated products are the same but are sold at a cheaper price. This makes it hard for
Cott beverages to sell its products as well as it anticipates. The second major issue is
competition. There are bigger and more established companies in the beverage industry. These
have dominated the markets and penetrating in this market is a bit difficult. When it comes to
opportunities, Cott beverages has several. However, the best and most important opportunity is
the expanding market for a nonalcoholic beverage. Therefore, the company is now interested in
launching a new nonalcoholic wine product.
When conducting analysis, there are several questions and hypothesis that should be
considered. One of the questions is that the company should do to stay original, avoid imitation
as well as beat its competitors at the same time. Each issue is surrounded by different
circumstances. In this case, the imitators and competitors are the main classifications. Imitators
are important because they will help the company be unique and produce products with
ingredients that are hard to copy. For instance, the Coca Cola company has managed to beat its
imitators because if its secret ingredient. Each classification is accurate because it shows the
main issue as well as how to resolve this issue. When imitators are not able to imitate, it will also
be easy to beat the competition because the product will be unique and the market is expected to
enjoy it.
STRATEGIC PLAN PART II
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References
Cott (2016). Retrieved from http://www.cott.com/product-portfolio
Olson, J. S., & López, C. (2009). Build your beverage empire: Develop, market and sell your
beverages. Place of publication not identified: Cube17, Inc.
Russo, M. V. (2008). Environmental management: Reading and cases. London: SAGE.
Running head: STRATEGIC PLAN PART III
Strategic Plan Part III
University of Phoenix
BUS/475
12/12/2016
1
STRATEGIC PLAN PART III
2
Strategic Plan Part III
Thesis statement: There are many targets and goals that the company hopes to achieve while at
the same time, communicating effectively to all in an effort to make the achievements possible.
I.
Balanced score card
A. Shareholder Value or Financial Perspective
B. Customer Value Perspective
C. Process or Internal Operations Perspective
D. Employee Learning and Growth
II.
III.
Impact to all Stakeholders
Communication plan
STRATEGIC PLAN PART III
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Balanced Scorecard
Shareholder Value or Financial Perspective
The first item on this scale is the market share where Cott beverages will aim to increase
the market share by a percentage of 3\% for each of the coming three-five years. This is something
that we believe will be able to ensure that the new product is able to grow considerably as well as
ensure that we increase our sales of the company’s products. The second aspect on this scale is on
the revenues and costs. As for the revenue, we target to increase the overall revenues to 3 billion
dollars in the period of four years. This is something that is expected to be reflected from the
increased sales.
The costs of production will be high for the first two years, but we expect to reduce them
by 20 million dollars over the next three years. This will help increase the profit margin for the
company in general. The profits of the company are also focused on, and the company expects to
increase the profits that it gets by 30 million dollars annually over the next five years. This will
have an impact on ensuring that the shareholders can be able to get more returns on their
investments and hence increase the general well-being of the company.
Customer Value Perspective
As it has always been our objective, it will remain so to ensure that the customer is satisfied
in the best possible way from consuming the different goods that we produce. On this scale, we
have several goals that we hope to achieve. The first is that we hope to increase the customer
retention rate to over 50\%. This indicates that over the next five years, we should have been able
to increase our customers while at the same time making sure that we retain these customers for
continued sales (Cott, 2016).
STRATEGIC PLAN PART III
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The goal is also to increase the customer satisfaction from the current level of good to very
good. This means that, despite the fact that our customers already rank us to be satisfied, then it is
becoming the aim of the company to increase their satisfaction. This will be by maintaining or
increasing the quality of the product depending on the likes that the consumers have. Lastly, we
aim to increase the consumer value of our products, and this is something that will be done through
the different packaging and quality of the product sold. This way, we will be targeting the middle
class to the rich people in the country.
Process or Internal Operations Perspective
Within the company, it is the aim of the firm to ensure that there is increased efficiency in
the operations where the company is involved. To start with, the process performance is expected
to increase over the coming period of time and this will be clinical in the success of the company.
Our goals is to reduce our average time of making a complete bottle of wine from the current one
month to three weeks; this is important as it will reduce the time it takes to move the bottle of wine
from the producer to the final consumer. This generally makes the consumer get the goods in time
from the different suppliers.
The impact of change on the organization is also expected to be significant, and the
company aims at containing this. The impact is expected to increase the operations as well as the
people that work within the company. The total increase is aimed at 5\%-10\% of the current
operations. Lastly, the company’s productivity is also aimed for improvement. This is something
that is aimed at increasing the productivity from the current 70\% of the total time and resources to
90\% of the same. This will mean that the company will be able to get much more from the
resources that it has in terms of the money as well as the labor.
STRATEGIC PLAN PART III
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Employee Learning and Growth
The first on this is that the company expects to increase the overall level of capability that
the organization has. This is important for ensuring that the company can continue to grow in terms
of the industries that they are involved in. this will be done by increasing the training skills that
will be offered to the employees and also increasing how regular these activities are from 2 to 4
training sections annually for the employees. The employee’s satisfaction is also among items that
we hope to increase from fair to good.
Currently, most of the employees have indicated that they are fairly satisfied with their
work. This is something the company will work to increase in an effort to ensure we have happy
employees. This is something that is also likely to increase the total productivity of these
employees. Lastly, the company work diligently to increase employee retention from the current
level of 70\% to over 90\%. This is something that can be achieved by ensuring that the employees
are satisfied with their jobs as well as ensuring that the jobs do not become too monogamous in a
way that can tire them (Olson and López, 2009).
Impact to All Stakeholders
The different goals and targets that the company has set are expected to impact all the direct
stakeholders in a positive manner. This is something that can be seen from what is expected to be
archived by the different targets including the employees. They will get better-working conditions
while at the same time, the shareholders will be able to get increased returns to their investments
and this is a positive item for them as well. Generally, these goals I archived will have a positive
impact on the whole company and its stakeholders.
STRATEGIC PLAN PART III
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Communication Plan
Communication is vital in the running of a company as well as the implementation of
different issues in the company. Wih consideration of the operations of the company, the main
goal of the communication is in an effort to inform all the stakeholders of the different things that
they need to know. The main purpose of the communication is to ensure that all the people that
are affected are able to know what is happening and this way, they can be able to keep up to date
as well as make changes when necessary.
The audience of the communication varies. First, the information has to be passed to all
the people in management positions. These are the top management as well as the branch
managers. Second, the information should be passed to all the other employees. These are the
people that are involved in the running of the day to day activities of the company (Russo, 2008).
They are the ones that run the daily activities of the company, and hence they need to be well
informed about what is happening. Lastly, the information should be passed up to the board, as
well as to the other shareholders. The owners must be kept in the loop about what is being done in
the company for them to have the best possible performance.
The channels of communication that I plan on using include the use of letters to all the
manners. This provides an official way to communicate and one that also allows for the different
managers to have a place for referencing what they were told at this time. Second, I would be able
to ensure that I communicate to the board by word of mouth. This needs to be done through a face
to face communication. The main reason is that those are the ones who are also responsible for
approving the plans. Hence, the use of word of mouth makes it the most convincing and this allows
the management to get the approval.
STRATEGIC PLAN PART III
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References
Cott (2016). Retrieved from http://www.cott.com/product-portfolio
Olson, J. S., & López, C. (2009). Build your beverage empire: Develop, market and sell your
beverages. Place of publication not identified: Cube17, Inc.
Russo, M. V. (2008). Environmental management: Reading and cases. London: SAGE.

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