Shop Concept Research Articles

MODEL PENJADWALAN BACKWARD HYBRID FLOW SHOP 2 STAGE UNTUK MEMINIMASI MEAN FLOWTIME

The scheduling problem is a common challenge when it comes to executing tasks, making the resolution of this issue crucial for decision-making in production activities. The problem addressed in this research is the company's desire to conduct production without waiting times between stages to maintain the quality of pharmaceutical raw materials. Additionally, the production results must meet predefined due dates. The production system formed is a Hybrid Flow Shop system, which is an extension of the Flow Shop concept where one or all stages have identical parallel machines. The objective of this study is to minimize the time between job start and job completion, defined in scheduling problems as the minimization of mean Flow time. The research collected data from 5 products in the company to model according to the research objectives. Process times for each stage and due dates for each product have been predetermined. After modeling and processing using the LINGO application, the optimal result obtained is backward scheduling with an average flow time of 12.6. This demonstrates that the model in this research effectively addresses the Hybrid Flow Shop problem using backward scheduling to minimize mean flow time

TOKO KOPI DAN KAFE DI BANJARBARU

In the city of Banjarbaru, the growth of the coffee shop industry is now accelerating. This is evident from the large number of coffee shops that have appeared since it has become a way of life for the majority of individuals in modern society.
 The design of the Coffee Shop in Banjarbaru must prioritize visitor comfort and satisfaction. This requires a calm atmosphere in the midst of busy activities in the cafe. To realize this need, it is necessary to have good spatial organization by taking into account the environment around the design area and user needs.
 With a flexible space intended to accommodate students and the general public to work, communicate, cooperate, discuss, and other activities that can improve each individual's ideas, this design solution is created based on the Collaborative Coffee Shop concept.

Reconsidering Patient Value to Create Better Healthcare

Healthcare can be seen as a value shop, in which solutions to health problems are offered in exchange for valuable contributions. However, the full value exchange between the healthcare provider and the patient is not always apparent. The value shop concept runs the risk of considering only what the patient pays (i.e., money, either paid by the patient or reimbursed by the government) while ignoring another important value, data. Yet without this data, the patient’s problem cannot be solved. This article offers a new paradigm in which a health provider can deliver better value by integrating all dimensions of the provider’s and patient’s value.

Online One-Stop Shop for Disaster Response Services After the MH17 Airplane Crash: An Evaluation Study.

BackgroundA one-stop shop for disaster response services provides a central location for information and advice in an accessible way. Yet little is known about its organization and outcomes. After the MH17 airplane crash, the one-stop shop concept was realized through a digital environment called the Information and Referral Center (IRC). The aim of this study was to evaluate the experiences of users and providers in regard to the IRC and to identify improvement points for future IRCs.MethodData was collected among affected ones as well as involved organizations, using interviews, focus groups, surveys and online user information. Existing evaluation and quality models were combined to design the study and analyze the data.ResultsFirst, affected ones and a variety of organizations involved were positive about the merits of the IRC. Affected ones indicated they perceived the IRC as a reliable source of information and appreciated the referral possibilities. Second, the feature of the IRC to serve as a community where affected ones could meet, share experiences and support each other was hardly used according to participants. Lastly, tracking evolving psychosocial needs and problems through the IRC was hampered due to difficulty in accessing relevant data.ConclusionsThe IRC helped organizations to structure and align their services. Affected ones were positive about its reliability and accessibility. An IRC has to be embedded within the established care structures. Future research could indicate whether an IRC is useful in other event types and population contexts as well.

Strategi Pengembangan Usaha Kedai Kopi “Kandera Coffee” Denpasar Bali menggunakan Metode Swot dan QSPM

The rapid growth in the food and beverage service industry has also triggered the growth of new various concepts of business, one of which is the coffee shop. One of the coffee shop in Denpasar, namely Kandera Coffee, which has only been established since May 2020, doesn’t know yet the right strategy for developing their business. This study aims to determine the quadrant position of the Kandera Coffee shop when viewed through internal and external factors using the Internal-External Matrix and determine the appropriate priority development strategies for the the Kandera Coffee shop business. The methods used are SWOT and Quantitative Strategic Planning Matrix (QSPM). The research data were obtained from 5 expert respondents. The results showed that Kandera Coffee had 7 strengths, 5 weaknesses, 5 opportunities and 4 threats. Internal factors that influence the strength factor in the development of the Kandera Coffee business, namely the consistency of the taste of the product and service (0.29) and the weakness factor, namely the layout of Kandera Coffee shop is less ergonomic (0.13) and not very well known to the public (0, 13). While the external factors that influence the opportunity factor, namely build good relationship with customers (0.36) and the threat factors that influence, namely the level of coffee shop competitors is getting higher (0.34). The position of the Kandera Coffee shop is in cell V (five). This position is (hold and maintain) keep and maintaining with score the Interal Factor Evaluation (IFE) is (2.20) and External Factor Evaluation (EFE) is (2.56). Cell V consists of market penetration strategies and product development. The strategic priority order obtained based on the QSPM matrix is to provide the best service to customers (4,94), expand marketing on advertising and social media (4,87), improve product quality and maintain consistency of taste (4.63), develop a cozy coffee shop concept (4,61), give discounts to customers (4,59), and add a variety of coffee and food menus (4,10).
 Keywords : business development strategy, coffee shop, Quantitative Strategic Planning Matrix (QSPM), SWOT

Niat beli ulang mahasiswa terhadap kopi berkonsep coffee-to-go shop

The competition for coffee shops in Indonesia is getting tighter, especially the coffee shop business with the coffee-to-go shop (take away) concept. The to-go coffee shop is a coffee shop that provides coffee drinks that are sold in packs that are ready to take (take away) so that they can be enjoyed in other places due to limited space. This study aims to analyze the effect of experiential marketing on repurchase intentions. The questionnaire in the study was distributed to 100 respondents with purposive sampling technique as a data collection technique. The findings in this study are that only the relate variable has a positive and significant effect on repurchase intention. Three other variables such as sensory, feel, and think have a positive but insignificant effect. While the act variable has a negative and insignificant effect. Thus, only a part of the experiential marketing dimension has an effect on the intention to repurchase students of the Faculty of Economics and Business, YARSI University.

The Effect Of Entrepreneurial Competency And Social Media Marketing On Competitive Advantage In The Coffe Shop In Bandung City

The coffee shop business is a business that has good prospects in the future. Now business people only need to innovate a unique coffee shop concept to attract consumers to compete in this business. This business growth competition is also supported by a variety of coffee shop offerings that are increasingly diverse. In wading through existing competition, a coffee shop must have advantages that are different from other coffee shops. In this study, the number of samples was 100 respondents, and the research design used was descriptive and verification, while the research method used multiple regression. The results showed that entrepreneurial competence influenced competitive advantage by 31.3% and social media marketing had an effect of 42.2%, while the rest was influenced by other variables not examined.

Analysis of Business Success at the Triple 3 M Shop during the Covid-19 Pandemic

The Covid-19 Pandemic situation occurred worldwide, impacting all sector. Informal Business experienced economic shock during the Covid-19 Pandemic. While Triple 3 M Shop experienced increase in sales. This condition is interesting to analyze. The purpose of this research was to analyze what factors caused Triple 3 M Shop to experienced business success. The study used descriptive qualitative with a phenomenological approach. Respondents in this study were the owner of Triple 3 M and several employees. Data is taken through in-depth interviews with the snow ball technique, observation, documentation, literature study. The research results show that The Triple 3 M Shop as a Multi Brand and Multi Product Retail Reseller during the Pandemic period sold product according to market needs, namely recording equipment for making YouTube content, online learning support audio, Webinars, studio equipment, having a one shop concept shopping solution, did after sales service, trying to understand consumer behaviour and using marketing language in the form of problem solving.

Minimizing the Duration of Repetitive Construction Processes with Work Continuity Constraints

This study adopts the flow shop concept used in industrial production to schedule repetitive non-linear construction projects, where specialized groups of workers execute processes in work zones (buildings) in a predefined order common to all groups. This problem is characteristic of construction projects that involve erecting multiple buildings. As the duration of the project heavily depends upon the sequence of the work zones, this study aims at providing a model and a practical approach for finding the optimal solution that assures the shortest duration of the project, allows the contractor to complete particular work zones (buildings) as soon as possible (without idle time), and conforms to a predefined sequence of work zone completion. This last constraint may arise from the client’s requirements or physical conditions of the project and has not been addressed by existing scheduling methods. Reducing the duration of the entire project brings the benefit of lower indirect costs and, if accompanied by a reduced duration of completing particular buildings (i.e., work zones), may also provide the opportunity to sell project deliverables sooner, thus improving the economic efficiency of the project. In search of optimal schedules, the authors apply the algorithms of Minimum Hamiltonian Cycle/Asymmetric Traveling Salesman Problem (ATSP).

Automotive Paint Shop 4.0

This paper focuses on the research and development of a new paint shop concept for the automotive industry, based on Industry 4.0 and Digital Factory ideas. The Paint Shop 4.0 project has been carried out on behalf of a German car manufacturer, in cooperation with ProPoint Sp. z o.o. Sp. k. and industrial partners. The main goal of this research is to reduce the primary bottleneck in the operation of a paint shop, which is caused by frequent changeovers of painting guns. A new type of sequencing problem is studied from both an algorithmic and a practical point of view. The original ‘Car Sequencing Problem’ focuses on determining the sequence before production starts, without the possibility of later change to this sequence. The new problem consists of real-time car sequencing using a buffer for the purpose of considering dynamic changes. Work begins with identifying and analyzing the causes of the emerging problem. Then, using tools like Virtual Engineering and Virtual Commissioning, the following tasks are performed: modeling of an existing production line with a buffer, model validation, and the development of methods to improve the sequencing process. Two heuristics based on a set of simple rules and one more advanced heuristic are proposed. Their effectiveness has been tested during simulations, based on real data, and compared with current industry solutions. The extensive computational experiments show that heuristics-based proposal outperforms the methods known from the literature in terms of in terms of matching to industry requirements. This indicates that it is possible to improve the sequencing effectiveness, and as a result a smart buffer control system is proposed. Validating the proposed solution in a virtual environment paves the way to implement the Paint Shop 4.0 concept in a real plant in the future.

When western entrepreneurs meet rural India: preparing the set-up of a water shop in Udaipur

Subject area Business internationalization into emerging markets. Study level/applicability BA Level. Case overview On March 23, 2014, Yves, Patrick and Pascal were on their flight back from Udaipur, India, to Zurich, Switzerland thinking about all the experiences they had during the last 12 months and especially in the last three weeks when they visited India to do the feasibility study for their water shop concept. They still had many questions that were unanswered before leaving India. Do they have the sufficient Indian contextual knowledge and expertise to run a business? Are they considering all relevant aspects to successfully establish a water shop in rural India? Have they developed the conducive mindset? Are they ready to leave their comfort zone, friends and family behind to embark on an once-in-a-lifetime adventure? Do they have enough social capital to assist them in the process of setting up the water shop? Shortly before landing at Zurich airport, Yves knew that they now either had to become serious and really spend at least a year in India to turn their concept of a water shop into reality or stay back in Europe starting with their masters studies. The case offers a true story about three BSc students that decided to evaluate whether they could implement a business opportunity that they had identified during a “Doing Business in India” course at their university and subsequently developed into a serious business case. Based on this situation, the case study offers the opportunity for students to better understand what it takes to create the right mindset (i.e. “Triple I” mindset) before actually implementing a market entry or expansion project in India. Expected learning outcomes The case focuses on teaching the “Triple I” mindset to discuss the prerequisites of a successful market entry or expansion in India: investment mindset, intercultural mindset and infrastructure mindset The case study also highlights the importance of networks and networking locally (i.e. building social capital) as a prerequisite for a successful market entry or expansion. This approach including the “Triple I” mindset, the role of social capital as well as the actual market entry or expansion project is summarized in a metaphor that we call the “Archimedes’ Screw of Internationalization”. The case study proposes to work on the following five assignment questions to drive the intended learning objectives by discussing the different prerequisites of a successful market entry or expansion in India. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 5: International business.

Exploring local vs global brand associations in an emerging market using BCM technique

PurposeThe purpose of this paper is to differentiate local versus global brand associations in an emerging market (Turkey)’s coffee shop market.Design/methodology/approachTwo leading coffee shop brands – one local and one global – were analyzed with an emerging exploratory research technique – brand concept mapping (BCM) – to reveal their strong, favorable and unique associations leading them to market leadership.FindingsThe results indicate that, these two successful brands both have distinctive, yet relevant positions in their consumers’ mind. Local cultural experience is relevant for differentiating local brands, even if the coffee shop concept is globally imported. Global coffee shop brand, on the other hand, means membership to global middle income segment and is remembered as global fast coffee service.Research limitations/implicationsThe main limitation of this exploratory study is the sample size limitation by its nature. So, the generalizability of the results should be approached with caution. Researchers use BCM technique; however, this method does not permit to reveal the expected levels and the importance of the attributes. Thus, further research are suggested to be complementary.Originality/valueThis study fills the research gap in revealing and comparing local vs global brand associations by using BCM technique, which enables one to measure the strength, unique and favorable associations/brand images more suitable to Keller’s (1993) conceptualization. This study pioneers in using this technique in international branding.

The Science Shop Concept and its Implementation in a French University

Science shops are science-society interfaces that follow a bottom-up approach. They work on the translation of social-based research demands in terms of scientific questions. They support participatory research between Civil Society Organizations, academic research groups and students. The European Commission recognizes science shops as Responsible Research and Innovation tools. They are not widely known in France and southern Europe. We investigate their potentialities in terms of social innovation and co-building research analysis. We describe the co-creation process that we used for the design of our science shop in the North of France. This is based on a scenario-workshop engaging all stakeholders concerned by a science shop. Our science shop is now implemented in the “Community of Universities and Higher Education Institutions Lille-North of France”. We provide a first typology of social demands. This experiment starts with two pilot projects, benefits from the support of motivated stakeholders, and deserves to be shared widely.JEL Codes: I23, I25, I28, O32, O35

Last mile farm inputs: farm shop delivers

Subject area The subject areas are social entrepreneurship and marketing in social enterprises. Study level/applicability This study is applicable to undergraduate or MBA-level courses; possibly executive programs as well. Case overview Farm Shop was established in 2012 as a not-for-profit trust, with an aim of developing a distribution platform for poor, rural communities across sub-Saharan Africa so that smallholder farmers could get the farm inputs and services needed to increase their productivity and income. Attempting to reach scale, this social enterprise is in the process of building a micro-franchise network. Unlike franchises in industrialized countries where the franchisor starts with a vetted and replicable turnkey business, Farm Shop was created from scratch. After prototyping the shop concept and validating the business model in Kiambu County of Kenya, Farm Shop has 10 fully operational shops and is keen to start its growth phase, aiming to have 120 shops in its network within the next 12-18 months. It is only at that point that break-even will be achieved. Recognizing the key role of marketing in Farm Shop’s growth efforts, the founders are now focused on finalizing their go-to-market (GTM) strategy. Having initiated and measured the results of a number of marketing activities over the past six months, it is now time to decide which of these activities should be incorporated into their micro-franchise system. The management team knows that to provide advice, training and quality products to farmers, they first needed to develop awareness, interest and desire for what Farm Shop has to offer, not to mention the need to gain the farmers’ trust. Fundamentally, farmers needed to be convinced that Farm Shop can help them improve their productivity and income. Expected learning outcomes The study enables to gain an overall understanding of the range of challenges and opportunities associated with establishing a micro-franchise in an emerging market context; to gain a better understanding of social marketing, including the four types of behavioral influence it attempts to achieve and the similarities and differences between social and commercial marketing; to introduce the “theory of change” concept, providing a framework for understanding how and why change will occur; to introduce the concept of business models and explore the differences between “traditional” and “social entrepreneurship” business models; to understand how a competitive advantage is created; to introduce basic marketing concepts and the GTM concept and its role and application in a business model for a new social enterprise and to understand how marketing contributes to the social enterprise’s strategic goals and sustainability, thereby gaining an understanding of how “social marketing” is differentiated from commercial marketing. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

Case Study of Institutional Assessments in the FDI Environment in Croatia

The aim of the paper is to present the findings and results of research and analysis done in the framework of the CARDS project generally dealing with the development of the business and investment climate in the Republic of Croatia and more specifically dealing with the assessment and activity analysis of the investment development stakeholders.In its first part, the paper gives a broad overview of some of the factors of investment and business environment important for the topic of 'institutional co-existence'. In its second part, the paper presents the ranking of Croatia and more information on the progress made in the EU accession process. The third part presents the findings related to the institutional assessment of investment policy stakeholders having their stake in the formulation of the FDI policy in Croatia. It presents in-depth the institutional and policy aspect of the regulation of business environment which covers the Ministry for Economy, Labour and Entrepreneurship (MELE), Trade and Investment Promotion Agency (TIPA) as well as the regional development agency and others (such is one stop shop concept – HITRO.HR). Nevertheless, the roles, responsibilities, strategic goals and instruments are not clearly defined while the strong horizontal and vertical co-ordination between the various stakeholders is missing.Having the overview of the state of affairs and based on the examples from the good practices such are Czech Republic or United Kingdom as well as the activity analysis recommendations in the fourth part of the paper, in its fifth part the authors outline recommendations related to strengthening of the investment environment in Croatia and their impact at the general competitiveness score.

Admission and capacity planning for the implementation of one-stop-shop in skin cancer treatment using simulation-based optimization

Hospitals and health care institutions are facing the challenge of improving the quality of their services while reducing their costs. The current study presents the application of operations management practices in a dermatology oncology outpatient clinic specialized in skin cancer treatment. An interesting alternative considered by the clinic is the implementation of a one-stop-shop concept for the treatment of new patients diagnosed with basal cell carcinoma. This alternative proposes a significant improvement in the average waiting time that a patient spends between the diagnosis and treatment. This study is focused on the identification of factors that influence the average throughput time of patients treated in the clinic from the logistic perspective. A two-phase approach was followed to achieve the goals stated in this study. The first phase included an integrated approach for the deterministic analysis of the capacity using a demand-supply model for the hospital processes, while the second phase involved the development of a simulation model to include variability to the activities involved in the process and to evaluate different scenarios. Results showed that by managing three factors: the admission rule, resources allocation and capacity planning in the dermato-oncology unit throughput times for treatments of new patients can be decreased with more than 90 %, even with the same resource level. Finally, a pilot study with 16 patients was also conducted to evaluate the impact of implementing the one stop shop concept from a clinical perspective. Patients turned out to be satisfied with the fast diagnosis and treatment.

Developing A One Stop Shop Model For Integrated Land Information Management

In Ghana much attention has not been given to the development of land information system which will integrate the data on land ownership, land use and land value for all the land agencies under the land administration system to facilitate the processing of applications within the land delivery systems. This situation presents a lot of delays and inefficiencies in delivering land services to the investor and other potential clients of land sector agencies involved in the land administration practised in Ghana. This paper describes the development of a one stop shop model for integrating information on the attributes of a parcel and their accessibility. A cross sectional survey was conducted in six land sector agencies in Kumasi on data formats, standards and accessibility in provision of land delivery services to their clients. The results of the survey were then used to design a client server application based on a one stop shop concept to integrate the parcel attribute information. The client server application was designed with Microsoft SQL Server 2000, VB.Net 2005 and Microsoft Visio. A Land Management Key (LANMANK) program was finally developed with geodatabase capabilities for storing and displaying spatial data as well as other non-spatial data. LANMANK has a unique parcel identifier for land transactions such as land transfers, title registration, property rating, building and development permits processing. Also, it allows the user to create back ups for the database and also restore the database at a later date.

Prospects of Super Shop Concept in Dhaka City

With over twenty super markets that follow the theme of arranging all kinds of products under one roof for the consumers operating in full swing, the shopping style of city dwellers has changed dramatically. These super markets are also expanding the market for local products, encouraging new entrepreneurs and also catering for a variety of imported products. The numbers of super shops that have sprouted at different locations of Dhaka over the last two years are showing an upward trend in business and they have further implications for entrepreneurs.

Breaking Out of the Local: International dimensions of science shops

In this article we want to give an overview of the international dimension and the interest of the European Union (EU) in the concept of Science Shops. The European Commission (EC) manages the day-to-day business by initiating and implementing EU policies and spending EU funds. The EC support for Science Shops has been an important factor for the international interest and progress of the Science Shop movement. This article will not give detailed information about daily routines of a Science Shop. Detailed information about the Science Shop concept can be found at the Living Knowledge website (www.livingknowledge.org). Living Knowledge represents the international Science Shop Network. In this article international developments of the Science Shop Network, like the project TRAMS, and Science Shop backgrounds will be linked with past and new EU policies like the EU 7th Framework Programme for Research. It shows how community-based research does not only have a local dimension. The international Science Shop activities show the strengths of international cooperation to break out of the local and to bring local issues on the international agenda. Detailed information about the Science Shop concept and daily routines of a Science Shop can be found at the Living Knowledge website (www.livingknowledge.org), e.g. at the FAQ section and in the toolbox.

Knit on demand – development and simulation of a production and shop model for customised knitted garments

Development of computer technology and the Internet has made mass customisation of products more common in fashion design of today. Development in production of knitted garments has made it possible to make garments ready made, directly in the knitting machine. The objective of this article is to present a design, production and shop model for the “Knit on Demand” concept and to show how the complete garment knitting technology could be used for customised products. A business model with production equipment located in store is presented. Customers are involved in the design process and garments are customised to fulfil actual demand. A lead time simulation of design and production processes in the shop concept is presented. Simulation in the software tool AutoMod™ shows that the customer could have a self-designed garment in two to five hours.