Please use this identifier to cite or link to this item: https://ah.lib.nccu.edu.tw/handle/140.119/136904
DC FieldValueLanguage
dc.contributor.advisor何小台zh_TW
dc.contributor.advisorHo, Chesteren_US
dc.contributor.author張振軒zh_TW
dc.contributor.authorFrancisco J. Lopez Santosen_US
dc.creator張振軒zh_TW
dc.creatorSantos, Francisco J. Lopezen_US
dc.date2021en_US
dc.date.accessioned2021-09-02T08:31:10Z-
dc.date.available2021-09-02T08:31:10Z-
dc.date.issued2021-09-02T08:31:10Z-
dc.identifierG0108933052en_US
dc.identifier.urihttp://nccur.lib.nccu.edu.tw/handle/140.119/136904-
dc.description碩士zh_TW
dc.description國立政治大學zh_TW
dc.description國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description108933052zh_TW
dc.description.abstractThis thesis presents a business plan to develop an online specialty coffee auction marketplace that could drastically improve the economic benefit received by coffee producers for their product. Coffee producers have been left at the bottom of the barrel in terms of their compensation for their product compared to the price end consumers pay for it. Being the most important step in the supply chain, CAFEX’s marketplace concept aims to change this by making the coffee market more efficient.\nBy improving the communication between coffee retailers and coffee producers we plan to reduce intermediary costs and turn these into revenues for coffee producers. Furthermore, our auction modality will allow coffee producers to receive higher prices for their coffee. By making buyers compete for this special product, the coffee producers will be able to more completely price discriminate among their buyers. Therefore, by pricing our specialty coffee through auctions we would extract most of the buyer surplus.\nCAFEX aims to, through its business model and practice, contribute to the UN Sustainable Development Goals of no poverty, zero hunger, climate action, responsible consumption and production, decent work and economic growth. Our business philosophy is guided by market efficiency, socioeconomic development, sustainable agriculture, and access to information. Dreaming of a world where coffee producers have access to better living standards, the ability to innovate upon their product, and cut back on carbon emissions through sustainable agriculture, we present the following business plan.en_US
dc.description.tableofcontentsTABLE OF CONTENTS\n1. Company Overview 1\n1.1. Purpose 2\n1.2. Name and Logo 3\n1.3. Mission 3\n1.4. Vision 3\n1.5. Objectives 3\n1.5.1. Long-Term Objectives 3\n1.5.2. Short-Term Objectives 4\n1.6. Business Philosophy 4\n1.7. Success Factors 5\n1.7.1. Coffee Market Growth 5\n1.7.2. Quality & Traceability 5\n1.7.3. E-Commerce Growth 6\n1.7.4. Socio-Economic Development 7\n1.7.5. Network Effect 7\n1.7.6. Seasonality 7\n2. The Coffee Industry 8\n2.1. Coffee Varieties 8\n2.2. Issues Facing the Coffee Industry 9\n2.3. Specialty Coffee 11\n2.3.1. Innovation 13\n2.4. The Coffee Supply Chain 15\n3. Coffee Market Analysis 18\n3.1. International Consumption 18\n3.2. International Production 20\n3.2.1. Honduras Coffee 20\n3.3. Taiwan Economy and Demographics 21\n3.3.1. Specialty Coffee in the Taiwanese Marketplace 24\n4. Business Model Analysis 26\n4.1. Customer Segments 27\n4.2. Value Proposition 29\n4.3. Channels 30\n4.4. Customer Relationships 31\n4.5. Revenue Streams 31\n4.6. Key Partners 32\n4.7. Key Activities 34\n4.8. Key Resources 34\n4.9. Cost Structure 35\n5. Marketing Plan and Sales 36\n5.1. Competitor Analysis 36\n5.1.1. Competitors 36\n5.1.2. Michael E. Porter’s Five Forces 37\n5.2. SWOT Analysis 37\n5.2.1. Strengths 38\n5.2.2. Weaknesses 38\n5.2.3. Opportunities 38\n5.2.4. Threats 38\n6. Strategic Framework 39\n6.1. Marketing Mix 39\n6.1.1. Services 39\n6.1.2. Price 39\n6.1.3. Place 40\n6.1.4. Promotion 41\n6.1.5. Competitive Advantage 44\n7. Operational Plan 45\n7.1. Primary Activities 45\n7.1.1. Inbound Logistics 45\n7.1.2. Operations 46\n7.1.3. Outbound Logistics 48\n7.2. Supporting Activities 49\n7.2.1. Licenses and Certifications 49\n7.2.2. Human Resource Management 49\n7.2.3. Customer Service Management 50\n7.2.4. Technology Development 51\n8. Management and Organization 53\n8.1. Company Ownership 53\n9. Financial Plan 56\n9.1. Costs and Expenses 56\n9.1.1. Direct Costs 59\n9.1.2. Indirect Costs 62\n9.2. Sales Forecast 65\n10. References 69\n11. Appendix 74\n11.1. Appendix #1: Key Partner Coffee Producer List w/ Average SCA Score 74\n11.2. Appendix #2: Payroll Costs 75\n11.3. Appendix #3: Cup of Excellence Results 2015-2019 76\n11.4. Appendix #4: CAFEX Platform Concept 77zh_TW
dc.format.extent3474563 bytes-
dc.format.mimetypeapplication/pdf-
dc.source.urihttp://thesis.lib.nccu.edu.tw/record/#G0108933052en_US
dc.subject宏都拉斯zh_TW
dc.subject特色咖啡zh_TW
dc.subject市場zh_TW
dc.subject永續農業zh_TW
dc.subject認證咖啡zh_TW
dc.subjectHondurasen_US
dc.subjectspecialty coffeeen_US
dc.subjectmarketplaceen_US
dc.subjectsustainable agricultureen_US
dc.subjectcertified coffeeen_US
dc.titleCAFEX: 網上特色咖啡拍賣市場zh_TW
dc.titleCAFEX: An Online Specialty Coffee Auction Marketplaceen_US
dc.typethesisen_US
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dc.identifier.doi10.6814/NCCU202101208en_US
item.grantfulltextopen-
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item.cerifentitytypePublications-
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