Applied Business Research and Strategies

Companies uses various strategies in order to appeal to their customers and establish a competitive advantage in the industry. Wild bean cafà © is a coffee and food stores spread across various locations in the UK  (Patterson, 2010). The report is regarding Wild Bean Cafà ©Ã¢â‚¬â„¢s initiative taken to enhance the various services it provides its customers, which has been analyzed by use of Hertzberg two factor theory. The second part of the report caters to the strategic position of the company if its wants to gain greater market share in UK, which has been analyzed through strategic clock. Wild bean cafà © is a chain of coffee stores operating in the UK, side by side BP petrol pumps. The company offers refreshments and snacks for road travellers who stop at the petrol pumps to refuel. The company provides a wide array of menu option for breakfast, lunch and drinks along with sweets which has high customer appeal. The company’s food joint and coffee shop is a favorite of the UK travellers which has been analyzed using the Hertzberg two-factor theory. According to the theory there are two pertinent factors that causes satisfaction amongst customers, they can be grouped as motivators and hygiene factors  (Liu, 2011). Motivators : The factors that motivate customers to have coffee and food items at Wild Bean Cafà © is the fresh coffee they provide in terms of quality and standard. The food quality and variety at the outlet has an appeal to the taste buds of the consumers in UK. Coffee has tremendous energizing properties which is an added advantage for travellers to stop and eat or drink at the store. Hygiene Factors : The hygiene factors can also be called the basic factors that make customers choose Wild Bean Cafà ©. The cafà © shops are strategically located at petrol pumps; this allows customers to freshen up and provides an opportunity to rest between their journey. The stores are well maintained and are clean which provides the basic hygiene factors for customers to select the cafà © shop  (Patterson, 2010). Figure 1: Hertzberg two factor theory for customer satisfaction Wild Bean Cafà © in the UK caters to a particular market segment of specially travellers as they are located beside BP petrol pumps. The company caters to a distinct set of customer profile in order to expand in UK and gain more market share the company has to apply Strategic Clock to consider the alternatives. The strategic clock offers various alternative strategy like differentiation, low cost, low price, hybrid of moderate price and differentiation, focused differentiation, increase price or standard in product, high price and low value, low value and high price  (Covin, 2006). Amongst the various strategic alternatives available the company can select low price strategy. The company faces immense competition from Starbucks hence it cannot adopt differentiation strategy hence in order to gain greater market share across UK it needs to lower its overall costs. By lowering of its costs, initially it might have to face reduced profitability but it can attract a lot of customers  (Piercy, 2008). Through this strategy the company can become a very powerful force in the market but it needs to evaluate the low price sustainability as it needs to maintain certain standard costs. Figure 2: Strategic clock for Bean Wild Cafe The discussion on Wild Bean Cafà © provides useful insights to the various factors the company caters to while attaining customer satisfaction. The company provides a wide range of coffee and food items that have a high appeal to the customers hence these acts as motivators. In the strategic clock the company should adopt a low price strategy in order to compete in the market which will provide the company differentiation and attract a high number of customers. Covin, J. G. (2006). Strategic process effects on the entrepreneurial orientation–sales growth rate relationship. Entrepreneurship theory and practice, 57-81. Liu, C. T. (2011). The effects of relationship quality and switching barriers on customer loyalty. . International Journal of Information Management, 71-79. Patterson, P. G. (2010). How the local competition defeated a global brand: The case of Starbucks. Australasian Marketing Journal (AMJ), 41-47. Piercy, N. (2008). Market-led strategic change. . Routledge. Getting academic assistance from