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Porevol Coffee Shop: Case Study Research in Management Strategy for a University Students’ Star-up Business

Kim-Sang Tran
Binh Duong University
Abstract—In recent years, most universities tend to encourage students to do a “start-up” and in Vietnam, a start-up in the form of coffee shops or milk tea has become a hot trend. This type of business has extremely attracted large number of customers, especially young people. Accordingly, Trung Nguyen e-coffee, one of the famous companies recently has launched a successful strategy in expanding its brand name by supporting those who have wanted to get cooperated with Trung Nguyen Coffee under franchising with “affordable price”. Such kind of service business is profitable, however, there are always factors affect success and lead to failure if it is operated with unclear goals and imperfect management strategies. The Porevol Coffee Shop mentioned in this paper is a real case dealing with a dilemma of “where it to go”. By interviewing Porevol’s owner and applying the analysis of SWOT matrix as well as external environmental factors, Value-Chain and SAFe. The outcomes then will be utilized to compare to stakeholders’ satisfactions before recommend strategic solutions to the business owner for rescuing Porevol. Both two options proposed require money for an action plan. However, “restructure its business by using an appropriate pricing strategy” (option one) could satisfy stakeholders’ needs and especially retain its original brand name. Meanwhile, with option two, its original name will be changed by franchising. Although option two is less risk since franchising with a popular brand name helps get quicker capital recovery, it requires much money than option one. By applying option one, we believe Porevol will enhance and upgrade its brand name. 
 
Index Terms—coffee shop, developing strategy, management

Cite: Kim-Sang Tran, "Porevol Coffee Shop: Case Study Research in Management Strategy for a University Students’ Star-up Business," Journal of Advanced Management Science, Vol. 8, No. 4, pp. 126-134, December 2020. doi: 10.18178/joams.8.4.126-134
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