Case Study in Action: Bean There, Done That Café | 案例分析实战演练：Bean There, Done That 咖啡馆

📚 Case Study in Action: Bean There, Done That Café | 案例分析实战演练：Bean There, Done That 咖啡馆

Case studies are the beating heart of WJEC Year 12 Business. They demand more than textbook recall – you must apply concepts, analyse data, and evaluate decisions in a real-world context. To sharpen your skills, we present ‘Bean There, Done That’ (BTDT), a fictional independent café facing growth decisions. Through this drill, you will practise dissecting a business scenario, linking theory to evidence, and crafting balanced arguments that examiners reward.

案例分析是 WJEC 高一商务课程的灵魂。它要求的不仅是复述课本知识——你必须在现实情境中应用概念、分析数据并评估决策。为了提升你的实战能力，我们引入了虚构的独立咖啡馆 “Bean There, Done That” (BTDT)，它正面临增长抉择。通过这次演练，你将练习剖析商业情景，将理论与证据结合，并撰写考官青睐的平衡论证。

1. Introducing the Business Scenario | 企业情景介绍

BTDT opened 14 months ago in a university town, renting a 60-square-metre unit near the campus library. The founder, Mia, invested £30,000 of personal savings and secured a £15,000 government start-up loan. The café sells specialty coffees, homemade pastries, and vegan snacks. Currently, BTDT breaks even at 200 cups per week, but Mia wants to raise weekly profit to £800 by month 18. The dilemma: should she open a second outlet, launch a mobile coffee van, or focus on improving the existing site’s margins through upselling and evening events?

BTDT 于 14 个月前在大学城开业，租用了校区图书馆附近一个 60 平方米的铺位。创始人 Mia 投入了 30,000 英镑个人积蓄，并获得 15,000 英镑政府创业贷款。咖啡馆销售精品咖啡、自制糕点和纯素零食。目前，BTDT 每周卖出 200 杯咖啡达到盈亏平衡，但 Mia 希望在第 18 个月将周利润提升至 800 英镑。困境在于：她应该开设第二家门店，推出移动咖啡车，还是通过追加销售和晚间活动提高现有店面的利润率？

2. Mission, Objectives and Strategy | 使命、目标与战略

BTDT’s mission statement – ‘To craft community through conscious coffee’ – reflects a blend of social and commercial goals. Mia has set a SMART objective: increase weekly net profit from £200 to £800 within six months. This aligns with Ansoff’s Matrix; the existing café strategy is market penetration (selling more to current customers), while a second outlet represents market development. A mobile van could be seen as diversification if it reaches corporate events, but it is lower risk. Students must analyse how these strategic options align with the café’s resources and mission.

BTDT 的使命宣言——”通过有意识的咖啡营造社区”——体现了社会目标与商业目标的结合。Mia 设定了一个 SMART 目标：在六个月内将每周净利润从 200 英镑提升至 800 英镑。这对应安索夫矩阵：现有咖啡馆策略是市场渗透（向现有顾客销售更多产品），而第二家门店属于市场开发。如果移动咖啡车能触及企业活动，则可视为多元化经营，但风险较低。学生需要分析这些战略选项如何与咖啡馆的资源和使命保持一致。

3. Stakeholder Mapping | 利益相关者分析

Internal stakeholders include Mia (owner-manager), three part-time baristas, and a silent investor (Mia’s uncle, who holds 10% equity). External stakeholders encompass the university (landlord), local coffee bean suppliers, customers (mainly students and lecturers), the local council, and even a nearby national chain coffee shop. Conflict arises: students want low prices and long opening hours during exams, while staff want predictable shifts. The silent investor prioritises dividends over ethical sourcing, clashing with the mission. Use Mendelow’s matrix to categorise stakeholders by power and interest, recommending how Mia should manage each group.

内部利益相关者包括 Mia（所有者兼经理）、三名兼职咖啡师，以及一位隐名投资者（Mia 的叔叔，持有 10% 股权）。外部利益相关者包括大学（房东）、本地咖啡豆供应商、顾客（主要是学生和讲师）、地方议会，甚至附近一家全国连锁咖啡店。冲突由此产生：学生希望在考试期间获得低价和延长营业时间，而员工则希望排班稳定。隐名投资者更看重分红而非道德采购，这与使命产生矛盾。运用 Mendelow 矩阵根据权力和兴趣对利益相关者进行分类，并建议 Mia 应如何管理每个群体。

4. Market Research Insights | 市场调研洞察

Before deciding, Mia conducted primary research: 150 customer questionnaires and two focus groups. Key findings: 72% of respondents visit at least three times a week; 65% would pay 10% more for fully compostable packaging; and 45% expressed interest in evening open-mic poetry nights. Secondary research from the local Chamber of Commerce revealed that footfall drops 40% during university holidays and that a new business park 3 miles away houses 800 workers with limited food options. Quantitative data (sales figures, footfall) and qualitative insights (customer comments about ‘cosiness’) must be weighed to avoid biased decision-making.

在做决定之前，Mia 进行了初步调研：150 份顾客问卷和两场焦点小组。主要发现：72% 的受访者每周至少光顾三次；65% 愿意为完全可堆肥包装多付 10% 费用；45% 表示对晚间开放麦克风诗歌之夜感兴趣。来自地方商会的二手调研显示，大学假期期间人流量下降 40%，而 3 英里外一个新商业园区有 800 名员工，餐饮选择有限。必须权衡定量数据（销售额、人流量）和定性洞察（顾客对”温馨感”的评价），以避免决策偏差。

5. Marketing Mix (7Ps) Applied | 营销组合（7Ps）应用

Product: Core offering is premium coffee, but the ‘augmented product’ includes free Wi-Fi and a loyalty card. Price: BTDT uses cost-plus pricing (mark-up of 150% on ingredients), but competitor benchmarking shows the chain charges 15% less. Place: The campus location provides convenience; a mobile van would add a pop-up dimension. Promotion: Currently relies on Instagram and word-of-mouth; the proposal includes sponsored posts targeting local professionals. People: Baristas are trained in latte art to enhance customer experience. Process: Ordering via app reduces queuing time. Physical evidence: The rustic décor with local artwork conveys quality. For the van, the physical environment would need to be compact yet inviting.

产品：核心产品是精品咖啡，但”附加产品”包括免费 Wi-Fi 和积分卡。价格：BTDT 采用成本加成定价法（原料成本加成 150%），但竞争对手基准分析显示连锁店价格低 15%。渠道：校园位置提供了便利性；移动餐车将增加快闪维度。促销：目前依赖 Instagram 和口碑传播；提案包括针对本地专业人士的赞助帖子。人员：咖啡师接受拉花培训以提升顾客体验。流程：通过应用程序点单减少排队时间。有形展示：带有本地艺术品的乡村风格装饰传递了品质感。对于餐车，物理环境需要紧凑而温馨。

6. Operations Management Decisions | 运营管理决策

Currently, BTDT operates a batch production system for pastries each morning, with coffee made to order. Capacity utilisation is 70% during term time but falls to 35% in holidays. A mobile van would require a just-in-time stock system due to limited storage. Quality control relies on a mystery shopper once a month and customer review cards. Lean production techniques, such as reducing waste from unsold pastries (which account for £80 weekly loss), could immediately improve margins. Students should calculate the impact of a 20% waste reduction on the weekly profit target.

目前，BTDT 每天早上对糕点采用批量生产系统，咖啡则按订单制作。学期期间产能利用率为 70%，但假期降至 35%。移动餐车由于储存空间有限，将需要准时制库存系统。质量控制依赖于每月一次的神秘顾客和顾客评论卡。精益生产技术，例如减少未售出糕点的浪费（目前每周造成 80 英镑损失），可以立即提高利润率。学生应计算浪费减少 20% 对周利润目标的影响。

7. Human Resource Considerations | 人力资源考量

Adding a mobile van means hiring at least two new staff. The café already struggles with labour turnover of 30% annually, partly because zero-hour contracts create insecurity. Mia is considering moving staff to permanent part-time contracts with a share of tips and a bonus linked to customer satisfaction scores. Training costs would rise, but motivation theories (Herzberg’s motivators, like recognition) suggest this could reduce turnover. Flexible workforce planning is needed to cover university holiday lulls – possibly by offering staff unpaid leave or temporary secondment to the van.

增加一辆移动餐车意味着至少需要招聘两名新员工。咖啡馆已经面临 30% 的年员工流失率，部分原因是零小时合同带来的不安全感。Mia 正在考虑将员工转为固定兼职合同，并分享小费以及根据顾客满意度评分给予奖金。培训成本会上升，但激励理论（如赫茨伯格的双因素理论中，认可等激励因素）表明这可以降低流失率。需要灵活的劳动力规划来应对大学假期低谷——或许通过向员工提供无薪假期或临时借调到餐车工作。

8. Financial Analysis: Break-Even and Budgeting | 财务分析：盈亏平衡与预算

Let’s crunch numbers. For the existing café: average selling price per cup is £3.20, variable cost per cup (coffee, milk, cup, labour) is £1.45. Weekly fixed costs (rent, insurance, utilities, manager salary) total £350. Current break-even output = £350 / (£3.20 – £1.45) = 200 cups. To reach £800 weekly profit, required cups = (£350 + £800) / (£3.20 – £1.45) = 657 cups per week. That is a 228% increase – unrealistic without expansion. For the van option: fixed costs would be £180 per week, but variable costs rise to £1.60 due to fuel and commission. New break-even = 113 cups, making £800 profit achievable at 613 cups. A decision tree could compare probabilities of success.

我们来计算一下。现有咖啡馆：每杯平均售价 3.20 英镑，每杯可变成本（咖啡豆、牛奶、杯子、人工）为 1.45 英镑。每周固定成本（租金、保险、水电、经理工资）总计 350 英镑。当前盈亏平衡点产量 = 350 / (3.20 – 1.45) = 200 杯。为了达到每周 800 英镑利润，所需杯数 = (350 + 800) / (3.20 – 1.45) = 657 杯。这需要增长 228%——在没有扩张的情况下不切实际。对于移动餐车方案：每周固定成本为 180 英镑，但由于燃料和佣金，可变成本上升至 1.60 英镑。新盈亏平衡点 = 113 杯，要达到 800 英镑利润需要 613 杯。可以利用决策树来比较各方案的成功概率。

9. External Environment: PESTLE Analysis | 外部环境：PESTLE 分析

Political: The government’s ‘Help to Grow’ scheme could subsidise digital training. Economic: Inflation has pushed dairy prices up 12%, squeezing margins; but student loan increases may boost disposable spending. Social: The trend towards ‘coffee culture’ and remote working favours a mobile van near the business park. Technological: Contactless payment adoption is 91% in the area, so the van must be equipped with a card reader. Legal: New food allergen labelling regulations require updated menus. Environmental: A proposed single-use cup levy could increase costs by 5p per cup; BTDT’s switch to compostable cups ahead of regulation could create a USP. Weigh these factors against the internal strengths and weaknesses in a SWOT summary.

政治：政府的”助力增长”计划可能为数字化培训提供补贴。经济：通货膨胀已使乳制品价格上涨 12%，挤压了利润空间；但学生贷款增长可能增加可支配支出。社会：”咖啡文化”和远程办公趋势有利于在商业园区附近设置移动餐车。技术：该地区非接触式支付普及率达 91%，因此餐车必须配备刷卡机。法律：新的食品过敏原标签法规要求更新菜单。环境：拟议的一次性杯子征税可能使每杯成本增加 5 便士；BTDT 在法规出台前改用可堆肥杯子，这可能成为独特卖点。在 SWOT 总结中将上述因素与内部优势和劣势进行权衡。

10. Evaluation and Recommendations | 评估与建议

There is no single ‘right’ answer, but an evaluative conclusion must justify a recommendation with reasoned arguments and acknowledgement of risks. Short-term: Reduce waste (target: £30 saved weekly) and launch two evening poetry nights per month (ticket + extra sales estimated at £120 per night) to boost existing-site profits. This ‘low-hanging fruit’ approach delivers £180 extra weekly profit with minimal investment. Medium-term: Pilot the mobile van at the business park for three months, using part-time staff on flexible contracts. This preserves the option to open a second café in Year 3 if van data proves the concept. The decision balances the mission (community focus) with investor expectations. In your exam, always link back to the business’s objectives and consider the long-term impact on all stakeholders.

不存在唯一的”正确”答案，但评估性结论必须通过有理有据的论证和对风险的认知来证明建议的合理性。短期：减少浪费（目标：每周节省 30 英镑），并每月举办两次晚间诗歌之夜（门票加额外销售估计每次 120 英镑），以提升现有店面的利润。这种”低垂果实”策略每周可增加 180 英镑额外利润，且投入最小。中期：利用灵活合同的兼职员工，在商业园区试运营移动咖啡车三个月。如果餐车数据证明模式可行，则保留在第三年开设第二家门店的选择权。这一决策在使命（社区焦点）与投资者期望之间取得了平衡。在考试中，务必回扣企业的目标，并考虑对所有利益相关者的长期影响。

Published by TutorHao | Business Revision Series | aleveler.com

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