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‫ﺏﺍﻻﺳﺘﺨﺪﺍﻡﺹ‪LAN‬‬
‫)ﺝ‪AFÉ‬ﺏﺧﻄﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ(‬

‫ﻛﺄﺱﺭﻭﺳﻴﺖ‬
‫‪13351‬ﻡﺷﺎﺭﻉ ‪ISSION‬‬
‫)ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ‪ ،‬ﻛﺎﻧﺴﺎﺱ(‬

‫)ﺗﺎﺭﻳﺦ(‬

‫ﺣﻘﻮﻕﺍﻻﺳﺘﺨﺪﺍﻡ ﻭﺇﻋﺎﺩﺓ ﺍﻟﻄﺒﻊ ﺍﻟﺨﺎﺻﺔ ﺑﻚﺳﺮﻳﻊﻧﻤﻮﺫﺝ ﺧﻄﺔ ﺍﻟﻌﻤﻞ‬

‫ﺗﻤﺖﻛﺘﺎﺑﺔ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﻟﺘﻀﻤﻴﻦ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﺈﻧﺸﺎء ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﺍﻟﻨﻬﺎﺉﻴﺔ ﺍﻟﺨﺎﺻﺔ ﺑﻚ‪ .‬ﺃﻧﺖ ﺣﺮ ﻓﻲ‬
‫ﺗﺤﺮﻳﺮﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﺍﺩﺩﺍﺧﻞ ﻣﺆﺳﺴﺘﻚ‪ .‬ﻭﻣﻊ ﺫﻟﻚ ‪ ،‬ﻣﻦ ﻓﻀﻠﻚﻻ ﺗﻘﻢ ﺑﺘﻮﺯﻳﻊ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‬
‫ﺃﻭﺑﺸﻜﻞ ﻋﺎﻡ ﻓﻲ ﺃﻱ ﻣﻜﺎﻥ ﺁﺧﺮﺩﻭﻥ ﺇﺫﻥ ﺻﺮﻳﺢ ﻣﻨﺎ‪.‬‬
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‫ﺗﻲﻗﺎﺩﺭﺓ ﻋﻠﻰﺝﺍﻟﻤﻮﺍﻋﻴﺪ‬

‫‪1.0‬ﻣﻠﺨﺺ ﺗﻨﻔﻴﺬﻱ ‪4 ............... .................................................. ...‬‬

‫ﺃﻫﺪﺍﻑﺍﻟﻌﻤﻞ ‪4 ................................... .................................................. ................................................‬‬ ‫‪1.1‬‬
‫ﺑﻴﺎﻥﺍﻟﻤﻬﻤﺔ ‪4 ...................................... .................................................. ................................................‬‬ ‫‪1.2‬‬
‫ﺍﻟﻤﺒﺎﺩﺉﺍﻟﺘﻮﺟﻴﻬﻴﺔ‪4 ...................................... .................................................. ................................................‬‬ ‫‪1.3‬‬
‫ﻣﻔﺎﺗﻴﺢﺍﻟﻨﺠﺎﺡ‪5 ........................................... .................................................. ...............................................‬‬ ‫‪1.4‬‬
‫‪2.0‬ﻭﺻﻒ ﺍﻟﺸﺮﻛﺔ ‪5 ....... .................................................. ...............................................‬‬
‫‪2.1‬‬
‫ﺍﻟﻤﻠﻜﻴﺔ ‪5................................................. .................................................. .................................................‬‬
‫‪2.2‬‬
‫ﺍﺳﺘﻤﺎﺭﺓﻗﺎﻧﻮﻧﻴﺔ‪5 ................................................. .................................................. ................................................‬‬
‫ﻣﻠﺨﺺﺑﺪء ﺍﻟﺘﺸﻐﻴﻞ ‪5 ....................................... .................................................. ..............................................‬‬ ‫‪2.3‬‬
‫ﺍﻟﻤﻮﻗﻊﻭﺍﻟﻤﺮﺍﻓﻖ ‪6 ................................ .................................................. ...............................................‬‬ ‫‪2.4‬‬
‫‪3.0‬ﺍﻟﻤﻨﺘﺠﺎﺕ ‪ /‬ﺍﻟﺨﺪﻣﺎﺕ ‪7 ............... .................................................. ..............................................‬‬
‫ﻭﺻﻒﺍﻟﻤﻨﺘﺠﺎﺕ ‪ /‬ﺍﻟﺨﺪﻣﺎﺕ ‪7 .................... .................................................. ..............................................‬‬ ‫‪3.1‬‬
‫ﻣﻘﺎﺭﻧﺔﺗﻨﺎﻓﺴﻴﺔ ‪7 ........................... .................................................. ................................................‬‬ ‫‪3.2‬‬
‫ﻣﺼﺎﺩﺭﺍﻟﻤﻨﺘﺞ ‪ /‬ﺍﻟﺨﺪﻣﺔ ‪9 ............................. .................................................. ..............................................‬‬ ‫‪3.3‬‬
‫ﺍﺩﺍﺭﺓﺍﻟﻤﺨﺰﻭﻥ ‪9 .............................. .................................................. ................................................‬‬ ‫‪3.4‬‬
‫ﺍﻟﺘﺨﺰﻳﻦﻭﺍﻻﺳﺘﻴﻔﺎء ‪9 ...................... .................................................. ...............................................‬‬ ‫‪3.5‬‬
‫ﺍﻟﻤﻨﺘﺠﺎﺕ ‪ /‬ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ ‪9 .............................. .................................................. ...‬‬ ‫‪3.6‬‬
‫‪4.0‬ﺗﺤﻠﻴﻞ ﺍﻟﺴﻮﻕ ‪9 ................ .................................................. ...‬‬
‫ﺗﺤﻠﻴﻞﺍﻟﺼﻨﺎﻋﺔ ‪10 ..................................... .................................................. ................................................‬‬ ‫‪4.1‬‬
‫‪4.1.1‬ﺣﺠﻢ ﺍﻟﺴﻮﻕ ‪11 ............................................. .................................................. ...‬‬
‫‪4.1.2‬ﺍﻟﻤﺸﺎﺭﻛﻮﻥ ﻓﻲ ﺍﻟﺼﻨﺎﻋﺔ ‪11 ............................... .................................................. ...‬‬
‫‪4.1.3‬ﺍﻟﻤﻨﺎﻓﺴﻮﻥ ﺍﻟﺮﺉﻴﺴﻴﻮﻥ ‪12 ................................... .................................................. ...‬‬
‫‪4.1.4‬ﻗﻄﺎﻋﺎﺕ ﺍﻟﺴﻮﻕ ‪14 .................................... .................................................. ...‬‬
‫‪4.2‬ﺍﺧﺘﺒﺎﺭﺍﺕ ﺍﻟﺴﻮﻕ ‪15.............................................. .................................................. ...‬‬
‫‪4.3‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺷﺮﻳﺤﺔ ﺍﻟﺴﻮﻕ ﺍﻟﻤﺴﺘﻬﺪﻓﺔ ‪16 ................. .................................................. .............................................‬‬
‫‪4.3.1‬ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺴﻮﻕ ‪16 .......................................... .................................................. .............................................‬‬
‫‪4.3.2‬ﺍﺗﺠﺎﻫﺎﺕ ﺍﻟﺴﻮﻕ ‪16 ......................................... .................................................. .............................................‬‬
‫‪4.3.3‬ﻧﻤﻮ ﺍﻟﺴﻮﻕ ‪17 ........................................ .................................................. ...‬‬
‫‪4.4‬ﺍﻟﻮﺿﻌﻴﺔ ‪17 ............................................... .................................................. ................................................‬‬
‫‪5.0‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺍﻟﺘﻨﻔﻴﺬ ‪17 ......................... .............................................‬‬
‫ﺗﺤﻠﻴﻞ‪SWOT ................................................ .................................................. ....................................... 18‬‬ ‫‪5.1‬‬
‫‪5.1.1‬ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ‪18 ................................................ .................................................. ...‬‬
‫‪5.1.2‬ﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ ‪18 ............................................ .................................................. ..............................................‬‬
‫‪5.1.3‬ﺍﻟﻔﺮﺹ ‪18 ......................................... .................................................. ...‬‬
‫‪5.1.4‬ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ‪18. .................................................. .................................................. ...‬‬
‫‪5.2‬ﻫﺮﻡ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪18 ....................................... .................................................. ...‬‬
‫‪5.3‬ﻋﺮﺽ ﺍﻟﺒﻴﻊ ﺍﻟﻔﺮﻳﺪ )‪19 ................ .................................................. ........................................... (USP‬‬
‫‪5.4‬ﺍﻟﻤﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪19 ...................................... .................................................. ...‬‬
‫‪5.5‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﺍﻗﻊ ‪19 ............ .................................................. ...‬‬
‫‪5.5.1‬ﺑﻴﺎﻥ ﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﻗﻊ ‪19 ............................. .................................................. ...‬‬
‫‪5.5.2‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻌﻴﺮ ‪20 ...................................... .................................................. .............................................‬‬
‫‪5.5.3‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻭﻳﺞ ﻭﺍﻹﻋﻼﻥ ‪20 ......... .................................................. ...‬‬
‫‪5.5.4‬ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ‪20 .................................................. .................................................. ...‬‬
‫‪5.5.5‬ﺑﺮﺍﻣﺞ ﺍﻟﺘﺴﻮﻳﻖ ‪20 ............................... .................................................. ...‬‬
‫‪5.6‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻤﺒﻴﻌﺎﺕ ‪20 ............................................ .................................................. ...‬‬
‫‪5.6.1‬ﺗﻮﻗﻌﺎﺕ ﺍﻟﻤﺒﻴﻌﺎﺕ ‪21 ......................................... .................................................. ...‬‬
‫‪5.6.2‬ﺑﺮﺍﻣﺞ ﺍﻟﻤﺒﻴﻌﺎﺕ ‪21 ........................................ .................................................. ...‬‬
‫‪5.7‬ﺍﻟﺸﺆﻭﻥ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ‪21 ...... .................................................. .................................................. ...‬‬

‫‪2‬‬
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‫ﻣﻌﺎﻟﻢ ‪21............................................... .................................................. .................................................‬‬ ‫‪5.8‬‬

‫ﺍﻟﺠﺪﻭﻝ‪ 5.8‬ﺍﻟﻤﻌﺎﻟﻢ ‪22 ................................. .................................................. ...............................................‬‬ ‫‪5.9‬‬
‫‪5.10‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺨﺮﻭﺝ ‪22 .............................................. .................................................. ...‬‬
‫‪6.0‬ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻹﺩﺍﺭﺓ ‪22 ........................................ ...‬‬
‫ﺍﻟﻬﻴﻜﻞﺍﻟﺘﻨﻈﻴﻤﻲ ‪22 .......................... .................................................. ................................................‬‬ ‫‪6.1‬‬
‫ﻓﺮﻳﻖﺍﻹﺩﺍﺭﺓ‪22 ................................... .................................................. ................................................‬‬ ‫‪6.2‬‬
‫ﺛﻐﺮﺍﺕﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ ‪22 ........................... .................................................. ...‬‬ ‫‪6.3‬‬
‫ﺧﻄﺔﺍﻟﻤﻮﻇﻔﻴﻦ ‪22 .......................................... .................................................. ................................................‬‬ ‫‪6.4‬‬
‫ﻣﺠﻠﺲﺇﺩﺍﺭﺓ‪23 ..................................... .................................................. ...............................................‬‬ ‫‪6.5‬‬
‫‪7.0‬ﺍﻟﺨﻄﺔ ﺍﻟﻤﺎﻟﻴﺔ ‪23 .................. .................................................. ...‬‬
‫ﺍﻓﺘﺮﺍﺿﺎﺕﻣﻬﻤﺔ ‪23 ............................ .................................................. ...‬‬ ‫‪7.1‬‬
‫ﺗﻜﺎﻟﻴﻒﺍﻟﺒﺪء ‪24 ............................................ .................................................. ..............................................‬‬ ‫‪7.2‬‬
‫ﻣﺼﺪﺭﺍﻷﻣﻮﺍﻝ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ ‪25 ............................. .................................................. .............................................‬‬ ‫‪7.3‬‬
‫ﻛﺴﺮﺣﺘﻰ ﺍﻟﺘﺤﻠﻴﻞ‪26 .................................. .................................................. ..............................................‬‬ ‫‪7.4‬‬
‫ﺍﻟﺘﻮﻗﻌﺎﺕ‪26............................................... .................................................. .................................................‬‬ ‫‪7.5‬‬
‫‪7.5.1‬ﺍﻟﺮﺑﺢ ﻭﺍﻟﺨﺴﺎﺭﺓ ﺍﻟﻤﺘﻮﻗﻌﺎﻥ ‪26 .......................... .................................................. ...........................................‬‬
‫‪7.5.2‬ﺍﻟﺘﺪﻓﻖ ﺍﻟﻨﻘﺪﻱ ﺍﻟﻤﺘﻮﻗﻊ ‪28 ................................ .................................................. ............................................‬‬
‫‪7.5.3‬ﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺍﻟﻤﺘﻮﻗﻌﺔ ‪29 ........................... .................................................. ...‬‬
‫‪7.6‬ﻧﺴﺐ ﺍﻷﻋﻤﺎﻝ ‪29 ......................................... .................................................. ...‬‬

‫‪3‬‬
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‫‪1.0‬ﻣﻠﺨﺺ ﺗﻨﻔﻴﺬﻱ‬
‫ﺳﻴﻜﻮﻥ‪ Russet Cup‬ﺃﺣﺪ ﺍﻟﻤﻘﺎﻫﻲ ‪ /‬ﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﻠﻄﻴﻔﺔ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ‪ .‬ﺳﻴﻘﻊ‬
‫ﺍﻟﻤﻘﻬﻰﺍﻟﺬﻱ ﺗﺒﻠﻎ ﻣﺴﺎﺣﺘﻪ ‪ 1500‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻓﻲ ‪ Market Square Plaza‬ﺍﻟﺬﻱ ﺗﻢ ﺗﺸﻴﻴﺪﻩ ﺣﺪﻳﺜﺎً ﻭﺍﻟﻮﺍﻗﻊ ﻓﻲ‬
‫ﺍﻟﺮﻛﻦﺍﻟﺸﻤﺎﻟﻲ ﺍﻟﺸﺮﻗﻲ ﻣﻦ ‪135‬ﺫﺷﺎﺭﻉ ﻭﻣﻴﺸﻦ ﺳﺘﺮﻳﺖ‪ .‬ﻟﻘﺪ ﺷﻐﻞ ﺍﻟﻤﺴﺘﺄﺟﺮ ﺍﻟﺮﺉﻴﺴﻲ ‪ ،‬ﻣﺘﺠﺮ ﺑﻘﺎﻟﺔ‬
‫‪ ، Price Chopper‬ﺇﺷﻐﺎﻻً ﺑﺎﻟﻔﻌﻞ ‪ ،‬ﻭﻳﺠﻠﺐ ﺍﻟﻤﻮﻗﻊ ﺍﻟﻤﻤﺘﺎﺯ ﺃﻛﺜﺮ ﻣﻦ ‪ 10000‬ﻣﺘﺴﻮﻕ ﺃﺳﺒﻮﻋﻴﺎً‪.‬‬

‫ﻛﺄﺱﺭﻭﺳﻴﺖ ‪ ،‬ﺍﻟﻤﺴﻤﻰ ﻋﻠﻰ ﻧﺤﻮ ﻣﻼﺉﻢ ﻟﻠﺴﺎﺉﻞ ﺍﻟﺒﻨﻲ ﺍﻟﻌﻄﺮﻱ ﺍﻟﺬﻱ ﺳﻴﻤﻸ ﺍﻟﻜﻮﺏ ‪ ،‬ﻳﻤﻸ ﺍﻟﻔﺮﺍﻍ ﻣﻦ‬
‫ﺍﻟﻤﻘﺎﻫﻲﺍﻷﺻﻠﻴﺔ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺴﻮﻕ ‪ ،‬ﻭﻳﺒﺮﺯ ﻣﻦ ﻧﻈﺮﺍﺉﻪ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺑﻤﻔﺎﻫﻴﻢ ﺍﻟﻮﺟﺒﺎﺕ ﺍﻟﺴﺮﻳﻌﺔ ﻭﺍﻟﺨﺪﻣﺎﺕ‬
‫ﺍﻟﺴﺮﻳﻌﺔ‪.‬ﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻫﻮ ﺑﺪﻳﻞ ﻟﻠﻮﺟﺒﺎﺕ ﺍﻟﺴﺮﻳﻌﺔ ‪ /‬ﺍﻟﺘﺠﺎﺭﻳﺔ ‪ /‬ﺍﻟﻤﻘﺎﻫﻲ ﻭﻳﻘﺪﻡ ﺗﺠﺮﺑﺔ ﻗﻬﻮﺓ ﺫﻭﺍﻗﺔ ﺃﻛﺜﺮ ﻫﺪﻭءﺍً‬
‫ﻭﺣﻀﺎﺭﺓ‪.‬ﻻ ﺗﻮﺟﺪ ﺃﺟﻬﺰﺓ ﺗﻠﻔﺰﻳﻮﻥ ﻓﻲ ﺍﻟﻤﻘﻬﻰ ‪ ،‬ﻭﺍﻟﻤﻮﺳﻴﻘﻰ ﺍﻟﺨﻠﻔﻴﺔ ﺧﻔﻴﺔ ﻭﺳﺘﻌﻠﻖ ﺃﻋﻤﺎﻝ ﺍﻟﻔﻨﺎﻧﻴﻦ ﺍﻟﻤﺤﻠﻴﻴﻦ‬
‫ﻋﻠﻰﺍﻟﺠﺪﺭﺍﻥ‪.‬‬
‫ﺍﻟﻤﻘﻬﻰﻣﺠﻬﺰ ﺟﻴﺪﺍً ﺑﻜﺮﺍﺳﻲ ﻭﺃﺭﺍﺉﻚ ﺟﻠﺪﻳﺔ ﻣﺤﺸﻮﺓ ﻓﻲ ﻣﻜﺎﻥ ﻣﺜﻞ ﺍﻟﻤﻜﺘﺒﺔ‪ .‬ﻳﺬﻛﺮﻧﺎ ﺍﻟﻤﻘﻬﻰ ﺑﺎﻷﻭﻗﺎﺕ‬
‫ﺍﻟﻤﺎﺿﻴﺔ‪ -‬ﻭﻣﻊ ﺫﻟﻚ ﻓﻬﻮ ﻣﺘﻄﻮﺭ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻣﻊ ‪ WIFI‬ﻭﺃﺣﺪﺙ ﺁﻻﺕ ﺍﻹﺳﺒﺮﻳﺴﻮ‪.‬‬

‫ﻳﻘﻴﺲﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻧﺠﺎﺣﻬﺎ ﺍﻟﻤﺎﻟﻲ ﻣﻦ ﺣﻴﺚ ﺯﻳﺎﺩﺓ ﺣﺼﺘﻬﺎ ﻓﻲ ﺍﻟﺴﻮﻕ ﻭﺍﻷﺭﺑﺎﺡ‪ .‬ﻣﻊ ﺇﺟﻤﺎﻟﻲ ﺳﻮﻕ ﻣﺤﻠﻲ‬
‫ﻳﺒﻠﻎ‪ 54‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ‪ ،‬ﻫﺬﻩ ﻓﺮﺻﺔ ﻫﺎﺉﻠﺔ! ﺗﻜﻤﻦ ﻣﻔﺎﺗﻴﺢ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﻘﺪﻳﻢ ﻗﻬﻮﺓ ﺫﺍﺕ ﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ‪،‬‬
‫ﻭﺍﻻﺳﺘﻔﺎﺩﺓﻣﻦ ﺻﻐﺮ ﺣﺠﻤﻬﺎ ‪ ،‬ﻭﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻃﺎﻗﻢ ﻋﻤﻞ ﺑﺎﺭﻳﺴﺘﺎ ﻣﺘﻤﻴﺰ‪ .‬ﻣﻦ ﺃﺟﻞ ﺗﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ ‪،‬‬
‫ﺳﻴﻘﺪﻡﺍﻟﻤﻘﻬﻰ ﺑﻌﻀﺎً ﻣﻦ ﺃﻓﻀﻞ ﺃﻧﻮﺍﻉ ﺍﻟﺤﺒﻮﺏ ﺍﻟﺬﻭﺍﻗﺔ ﻓﻲ ﺍﻟﻤﻨﻄﻘﺔ ﻣﻦ ﺍﻟﻤﻮﺯﻋﻴﻦ ﺍﻟﻤﺤﻠﻴﻴﻦ‪ .‬ﻧﻈﺮﺍً ﻟﺼﻐﺮ‬
‫ﺣﺠﻤﻪ ‪،‬ﻳﻤﻜﻦ ﻟﻠﻤﻘﻬﻰ ﺍﻻﺳﺘﻤﺘﺎﻉ ﺑﻬﻮﺍﻣﺶ ﺃﻛﺒﺮ ﻋﻠﻰ ﺷﻜﻞ ﺳﻘﻒ ﻣﻨﺨﻔﺾ‪ .‬ﺳﻴﻘﻮﻡ ﺍﻟﻤﻘﻬﻰ ﺑﺘﺴﻠﻴﻢ ﺻﻨﺎﻉ‬
‫ﺍﻟﻘﻬﻮﺓﺍﻟﻤﺨﺘﺎﺭﻳﻦ ﻭﺗﻘﺪﻳﻢ ﺭﻭﺍﺗﺐ ﻣﻤﺎﺛﻠﺔ ﻟﻠﺴﻼﺳﻞ‪ .‬ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ ‪ ،‬ﺳﻴﺘﻢ ﺗﺪﺭﻳﺐ ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ ﻋﻠﻰ ﺍﻟﺒﻴﻊ‬
‫ﺍﻟﻌﺎﺑﺮﻭﺑﻴﻊ ﺍﻟﻤﻨﺘﺠﺎﺕ ﺫﺍﺕ ﺍﻟﻬﺎﻣﺶ ﺍﻷﻋﻠﻰ‪.‬‬

‫‪1.1‬ﺃﻫﺪﺍﻑ ﺍﻟﻌﻤﻞ‬
‫ﺍﻷﻫﺪﺍﻑﺍﻷﺳﺎﺳﻴﺔ ﻟﺨﻄﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺨﺎﺻﺔ ﺑـ ‪ Russet Cup‬ﻫﻲ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫• ﻟﺰﻳﺎﺩﺓﺍﻹﻳﺮﺍﺩﺍﺕ ‪ 36000‬ﺩﻭﻻﺭ ﺃﻭ ‪ ٪5‬ﻓﻲ ﺍﻟﺴﻨﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻭ ‪ 73000‬ﺩﻭﻻﺭ ﺃﻭ ‪ ٪10‬ﺑﺤﻠﻮﻝ ﺍﻟﺴﻨﺔ ﺍﻟﺜﺎﻟﺜﺔ‬
‫• ﺗﺤﻘﻴﻖﻫﺎﻣﺶ ﺭﺑﺢ ﺑﻨﺴﺒﺔ ‪ ٪5.2‬ﻓﻲ ﺍﻟﺴﻨﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻭ ‪ ٪6.90‬ﺑﺤﻠﻮﻝ ﺍﻟﻌﺎﻡ ﺍﻟﺜﺎﻟﺚ‬
‫• ﻛﻦﺍﻟﻤﻘﻬﻰ ﺍﻟﻤﻔﻀﻞ ﻓﻲ ﻣﻨﻄﻘﺔ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﻭﺣﺼﻞ ﻋﻠﻰ ﺟﺎﺉﺰﺓ ﺃﻓﻀﻞ ﻣﻘﻬﻰ‬

‫‪1.2‬ﺑﻴﺎﻥ ﺍﻟﻤﻬﻤﺔ‬
‫ﺗﻠﺘﺰﻡ‪ Russet Cup‬ﺑﻤﻨﺘﺠﺎﺗﻬﺎ ﻭﻣﻮﻇﻔﻴﻬﺎ ﺍﻟﺬﻳﻦ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻧﻬﻢ ﻭﺻﻔﺔ ﻧﺠﺎﺡ ﺍﻟﺴﻮﻕ‪.‬‬

‫‪1.3‬ﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ‬
‫ﻳﻠﺘﺰﻡ‪ Russet Cup‬ﺑﻘﻴﻢ ﻣﺜﻞ ﺍﻟﺘﻤﻴﺰ ﻭﺍﻟﺸﻐﻒ ﻭﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﻨﺰﺍﻫﺔ ﻭﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺘﻲ ﺗﺴﻤﺢ ﻟﻬﻢ ﺑﺎﻟﺘﻐﻠﺐ‬
‫ﻋﻠﻰﺍﻟﺘﺤﺪﻳﺎﺕ ﻭﺗﻮﻓﻴﺮ ﺍﻟﻔﺮﺹ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪ .‬ﺗﺒﺪﺃ ﻫﺬﻩ ﺍﻟﻤﻌﺘﻘﺪﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﺑﺎﻟﺘﺰﺍﻣﻬﻢ ﺗﺠﺎﻩ ﻣﻨﺘﺠﺎﺗﻬﻢ‬
‫ﻭﻣﻮﻇﻔﻴﻬﻢ‪.‬‬
‫ﻳﻜﺎﻓﺊﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺍﻟﺘﻤﻴﺰ ﻭﻳﻘﺪﺭ ﺍﻟﻮﻻء‪ .‬ﺳﻴﻌﻤﻞ ﺍﻟﻤﻘﻬﻰ ﻣﻊ ﻣﻮﻇﻔﻴﻪ ﻟﺒﻨﺎء ﺃﻋﻤﺎﻝ ﻗﻮﻳﺔ‬
‫ﻭﻣﺴﺘﻘﺒﻞﺁﻣﻦ‪.‬‬

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‫‪1.4‬ﻣﻔﺎﺗﻴﺢ ﺍﻟﻨﺠﺎﺡ‬
‫ﺗﺒﺮﺯﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻣﻦ ﺍﻟﻤﻨﺎﻓﺴﺔ‪ .‬ﻓﻴﻤﺎ ﻳﻠﻲ ﻣﻔﺎﺗﻴﺢ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺨﺎﺻﺔ ﺑﻬﻢ‪:‬‬

‫ﻣﻨﺘﺠﺎﺕﺭﺍﺉﻌﺔ ‪-‬ﺗﻘﺪﻳﻢ ﻣﻨﺘﺠﺎﺕ ﻣﺜﺎﻟﻴﺔ ﺑﺄﺳﻌﺎﺭ ﺍﻟﺴﻮﻕ ‪ -‬ﺳﻴﺠﻌﻞ ﺍﻟﻌﻤﻼء ﻳﺮﻏﺒﻮﻥ ﻓﻲ‬ ‫•‬
‫ﺍﻟﻌﻮﺩﺓﻣﺮﺍﺭﺍً ﻭﺗﻜﺮﺍﺭﺍً‬
‫ﺗﻮﻇﻴﻒﺑﺎﺭﻳﺴﺘﺎﺱ ﺍﻟﺠﻮﺩﺓ ‪-‬ﺭﻭﺍﺗﺐ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻌﺪﻻﺕ ﻣﻤﺎﺛﻠﺔ ﻟﻠﺴﻼﺳﻞ ﺍﻷﻛﺒﺮ ﻣﻊ ﻓﺮﺹ‬ ‫•‬
‫ﻟﺸﻐﻞﻭﻇﺎﺉﻒ ﻃﻮﻳﻠﺔ ﺍﻷﺟﻞ ﻭﻓﺮﺹ ﻟﻠﺘﻘﺪﻡ ﻣﻊ ﺧﻄﻂ ﻃﻮﻳﻠﺔ ﺍﻷﺟﻞ ﻟﻔﺘﺢ ﻣﻨﺸﺄﺓ ﺛﺎﻧﻴﺔ‬

‫ﺗﺤﻮﻳﻞﺍﻟﻌﻤﻼء ﺇﻟﻰ ﺧﺒﺮﺍء ‪ 40٪-‬ﻓﻘﻂ ﻣﻦ ﺷﺎﺭﺑﻲ ﺍﻟﻘﻬﻮﺓ ﻓﻲ ﺍﻟﺪﻭﻝ ﻳﺴﺘﻬﻠﻜﻮﻥ ﺣﺒﻮﺏ ﺍﻟﻘﻬﻮﺓ‬ ‫•‬
‫ﺍﻟﻜﺎﻣﻠﺔﺍﻟﻤﻄﺤﻮﻧﺔ ﺍﻟﻤﻤﺘﺎﺯﺓ ‪ -‬ﻭﻫﺬﺍ ﺳﻴﺴﺎﻋﺪ ﻓﻲ ﺍﻟﻨﻤﻮ ﺍﻟﻤﺴﺘﻤﺮ‬

‫‪2.0‬ﻭﺻﻒ ﺍﻟﺸﺮﻛﺔ‬
‫ﺳﻴﻜﻮﻥﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻋﺒﺎﺭﺓ ﻋﻦ ﻣﻘﻬﻰ ‪ /‬ﻣﻘﻬﻰ ﻳﻘﻊ ﻓﻲ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ‪ .‬ﻳﻘﻊ ﺍﻟﻤﻘﻬﻰ ﺍﻟﻤﺮﻳﺢ ﻓﻲ‬
‫ﻣﻨﻄﻘﺔﻣﺪﻳﻨﺔ ﻛﺎﻧﺴﺎﺱ ﺳﻴﺘﻲ ﻓﻲ ﺳﺎﺣﺔ ﻣﺎﺭﻛﺖ ﺳﻜﻮﻳﺮ ﺑﻼﺯﺍ ﺍﻟﻤﻜﺘﻤﻠﺔ ﺣﺪﻳﺜﺎً‪ .‬ﺳﻴﻘﺪﻡ ﺍﻟﻤﻘﻬﻰ ﺃﻧﻮﺍﻉ ﺍﻟﻘﻬﻮﺓ‬
‫ﺍﻟﺬﻭﺍﻗﺔﻭﺍﻹﺳﺒﺮﻳﺴﻮ ﻭﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﻘﻄﺮﺓ ﻭﺍﻟﻼﺗﻴﻪ ﻭﺍﻟﻌﺼﺎﺉﺮ‪ .‬ﻗﺪ ﺗﺨﺘﻠﻒ ﻋﺮﻭﺽ ﺍﻟﻤﻌﺠﻨﺎﺕ ﺍﻟﺒﺴﻴﻄﺔ ﺑﺎﺧﺘﻼﻑ‬
‫ﺍﻟﻤﻮﺳﻤﻴﺔﻭﻟﻜﻦ ﺍﻟﺨﻂ ﺍﻷﺳﺎﺳﻲ ﺳﻴﻜﻮﻥ ﺍﻟﻜﻌﻚ ﻭﺍﻟﺨﺒﺰ ﻭﺍﻟﻜﻌﻚ ﻭﺍﻟﻜﻌﻚ ﻭﺍﻟﻘﻮﺍﺉﻢ‪ .‬ﺳﻴﺘﻢ ﺗﻮﻓﻴﺮ ﺟﻤﻴﻊ‬
‫ﺍﻟﻤﻌﺠﻨﺎﺕﻳﻮﻣﻴﺎً ﺑﻮﺍﺳﻄﺔ ﻣﺨﺒﺰ ﻣﺤﻠﻲ‪.‬‬
‫ﺍﻟﻤﻘﻬﻰﺳﻮﻑ ﻳﻤﺘﻠﻜﻪ ﻭﻳﺪﻳﺮﻩ ﺃﻭﻳﻦ ﺟﻮﻧﺰ ‪ ،‬ﻭﻫﻮ ﻣﻄﻌﻢ ﻣﺨﻀﺮﻡ ﻳﺘﻤﺘﻊ ﺑﺨﺒﺮﺓ ﻋﺪﺓ ﺳﻨﻮﺍﺕ ﻓﻲ ﺇﺩﺍﺭﺓ ﻭﺇﺩﺍﺭﺓ‬
‫ﺳﻠﺴﻠﺔﻣﻄﺎﻋﻢ‪ .‬ﺳﻴﻔﺘﺢ ﺍﻟﻤﻘﻬﻰ ﺃﺑﻮﺍﺑﻪ ﻟﻠﻌﻤﻞ ﻳﻮﻡ ﺍﻻﺛﻨﻴﻦ‬
‫‪-‬ﺍﻟﺨﻤﻴﺲ ‪ ، 10-7‬ﺍﻟﺠﻤﻌﺔ ﻭﺍﻟﺴﺒﺖ ‪ 11-7‬ﻭﺃﻳﺎﻡ ﺍﻷﺣﺪ ﺍﻟﻤﻐﻠﻘﺔ‪.‬‬

‫‪2.1‬ﺍﻟﻤﻠﻜﻴﺔ‬
‫ﺳﻮﻑﻳﻤﺘﻠﻚ ﺃﻭﻳﻦ ﺟﻮﻧﺰ ﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺑﻨﺴﺒﺔ ‪ .٪100‬ﺍﻟﺴﻴﺪ ﺟﻮﻧﺰ ﺧﺮﻳﺞ ﺟﺎﻣﻌﺔ ﻭﻻﻳﺔ ﻛﺎﻧﺴﺎﺱ ﺣﺎﺻﻞ‬
‫ﻋﻠﻰﺩﺭﺟﺔ ﺍﻟﺒﻜﺎﻟﻮﺭﻳﻮﺱ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ .‬ﺃﺛﻨﺎء ﺍﻟﻤﺪﺭﺳﺔ ﺍﻟﺜﺎﻧﻮﻳﺔ ‪ ،‬ﻋﻤﻞ ﻛﻨﺎﺩﻝ ﻓﻲ ﻣﻘﻬﻰ ﺃﺣﺪ‬
‫ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕﺍﻟﻤﺤﻠﻴﺔ ﺍﻟﺬﻱ ﺍﺷﺘﺮﻯ ﺣﺒﻮﺑﻪ ﻣﻦ ﻣﺤﻤﺼﺔ ﻣﺤﻠﻴﺔ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﻛﻮﻧﻪ ﺷﺨﺼﺎً ﺷﻐﻮﻓﺎً‬
‫ﺑﺸﺮﺏﺍﻟﻘﻬﻮﺓ ‪ ،‬ﺳﻤﺤﺖ ﻟﻪ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﺑﺎﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ‪ .‬ﻓﻲ ﺍﻟﻜﻠﻴﺔ ‪،‬‬
‫ﻋﻤﻞﺟﻮﻧﺰ ﻓﻲ ﻣﻘﻬﻰ ﺑﺎﻟﺤﺮﻡ ﺍﻟﺠﺎﻣﻌﻲ ﻟﻤﺪﺓ ﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ ‪ ،‬ﻭﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﺍﺭﺗﻘﻰ ﺇﻟﻰ ﻣﻨﺼﺐ ﻣﺴﺎﻋﺪ‬
‫ﺍﻟﻤﺪﻳﺮ‪.‬ﺑﻌﺪ ﺍﻟﺘﺨﺮﺝ ‪ ،‬ﺣﺼﻞ ﺟﻮﻧﺰ ﻋﻠﻰ ﻣﻨﺼﺐ ﻟﺘﻄﻮﻳﺮ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻟﺴﻠﺴﻠﺔ ﺍﻟﻤﻄﺎﻋﻢ ﺍﻹﻗﻠﻴﻤﻴﺔ ‪،‬‬
‫ﻭﺍﻟﺘﻲﻭﻓﺮﺕ ﺗﻌﺮﺿﺎً ﺇﺿﺎﻓﻴﺎً ﻣﺒﺎﺷﺮﺍً ﻟﺼﻨﺎﻋﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﻤﺸﺮﻭﺑﺎﺕ ‪ -‬ﻻ ﺳﻴﻤﺎ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﻤﺘﺒﻌﺔ ﻓﻲ ﺇﻧﺸﺎء‬
‫ﻣﻮﺍﻗﻊﺟﺪﻳﺪﺓ‪.‬‬

‫‪2.2‬ﺍﻟﺸﻜﻞ ﺍﻟﻘﺎﻧﻮﻧﻲ‬
‫ﺳﻴﺘﻢﺗﺸﻜﻴﻞ ‪ Russet Cup‬ﻛﺸﺮﻛﺔ ‪ S‬ﻣﻤﻠﻮﻛﺔ ﺑﺎﻟﻜﺎﻣﻞ ﻟﻠﺴﻴﺪ ﺟﻮﻧﺰ‪.‬‬

‫‪2.3‬ﻣﻠﺨﺺ ﺑﺪء ﺍﻟﺘﺸﻐﻴﻞ‬

‫ﻳﺘﺴﻊﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻟـ ‪ 40‬ﺭﺍﻋﻴﺎ‪ ً.‬ﻳﺒﻠﻎ ﺍﻹﻳﺠﺎﺭ ‪ 2075‬ﺩﻭﻻﺭﺍً ﺷﻬﺮﻳﺎً ‪ ،‬ﻣﻊ ﺗﻮﻓﺮ ﻋﻘﺪ ﺇﻳﺠﺎﺭ ﻟﻤﺪﺓ ﺛﻼﺙ‬
‫ﺳﻨﻮﺍﺕ‪.‬ﻳﺘﻜﻮﻥ ﺍﻟﻤﻮﻗﻊ ﻣﻦ ‪ 1500‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻣﻦ ﺍﻟﻤﺴﺎﺣﺔ ﺍﻟﻤﺆﺟﺮﺓ ﺗﺘﻜﻮﻥ ﻣﻦ ﻏﺮﻓﺔ ﻃﻌﺎﻡ ﻭﻣﻘﻬﻰ‬
‫ﻭﺩﻭﺭﺗﻴﻦﻣﻴﺎﻩ ﻭﻏﺮﻓﺔ ﺗﺨﺰﻳﻦ ﻓﻲ ﺍﻟﺨﻠﻒ‪ .‬ﻻﺳﺘﺨﺪﺍﻣﻬﺎ ﻛﻤﻄﻌﻢ ‪ ،‬ﻳﺠﺐ ﺃﻥ ﺗﻜﻮﻥ ﻭﺍﺟﻬﺔ ﺍﻟﻤﺤﻞ ﻫﺬﻩ‬
‫ﻣﺘﺼﻠﺔﺑﺎﻟﺴﺒﺎﻛﺔ ﻭﺍﻷﺳﻼﻙ ﺑﺸﻜﻞ ﻣﻨﺎﺳﺐ‪ .‬ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﺃﻳﻀﺎً ﺇﻟﻰ ﺍﻟﻄﻼء ﻭﺍﻷﺭﺿﻴﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ ﻭﺃﺳﻄﺢ‬
‫ﺍﻟﻌﻤﻞ‪.‬ﻳﺠﺐ ﺑﻨﺎء ﺑﺎﺭ ﻣﺨﺼﺺ ﻟﻠﻘﻬﻮﺓ‪ .‬ﻣﻊ ﺷﺮﺍء ﺍﻟﻤﻮﺍﺩ ﻟﻠﺒﻴﻊ ﻭﺍﻟﻌﻤﻞ ﺍﻟﺘﻄﻮﻋﻲ ‪ ،‬ﺳﺘﻜﻮﻥ ﺗﻜﻠﻔﺔ ﺍﻟﺘﺠﺪﻳﺪ‬
‫‪71.725‬ﺩﻭﻻﺭﺍً‪ .‬ﺳﺘﺘﻜﻮﻥ ﻣﻌﺪﺍﺕ ﺍﻟﻤﻘﻬﻰ ﻣﻦ ﺍﺛﻨﻴﻦ ﻣﻦ ﺁﻻﺕ ﺍﻹﺳﺒﺮﻳﺴﻮ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺃﻭﺍﻧﻲ ﺍﻟﻬﻮﺍء ﻭ‬

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‫ﺍﻟﺠﺮﺍﺭ ‪،‬ﺧﻼﻁ ﺗﺠﺎﺭﻱ ‪ ،‬ﺻﺎﻧﻊ ﺍﻟﺠﻌﺔ ﺍﻟﺘﺠﺎﺭﻱ ‪ ،‬ﺻﻨﺎﺩﻳﻖ ﺍﻟﻘﻬﻮﺓ ﺫﺍﺕ ﺍﻟﺘﺤﻤﻴﻞ ﺍﻟﻌﻠﻮﻱ ‪ ،‬ﺷﺮﺍﺏ ﺑﺎﺭﻳﺴﺘﺎ ‪،‬‬
‫ﻣﻮﺯﻉﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﺒﺎﺭﺩﺓ ‪ ،‬ﻣﻌﺪﺍﺕ ﺻﻨﻊ ﺍﻟﺮﻏﻮﺓ ‪ ،‬ﺛﻼﺟﺔ ﺗﺠﺎﺭﻳﺔ ‪ ،‬ﻣﻴﻜﺮﻭﻭﻳﻒ ﻭﻗﻀﻴﺐ ﺗﺤﻀﻴﺮ ﻣﻦ‬
‫ﺍﻟﻔﻮﻻﺫﺍﻟﻤﻘﺎﻭﻡ ﻟﻠﺼﺪﺃ‪ .‬ﺗﻜﻠﻔﺔ ﺍﻟﻤﻌﺪﺍﺕ ‪ 38.275‬ﺩﻭﻻﺭ‪ .‬ﺳﻴﺘﺄﻟﻒ ﺍﻷﺛﺎﺙ ﻣﻦ ﺃﺭﺍﺉﻚ ﺟﻠﺪﻳﺔ ﻭﻛﺮﺍﺳﻲ )ﻳﺘﻢ‬
‫ﺷﺮﺍﺅﻫﺎﻓﻲ ﺍﻟﻤﺰﺍﺩ( ﻭﻃﺎﻭﻻﺕ ﻗﻬﻮﺓ ﻭﺧﺰﺍﺉﻦ ﻛﺘﺐ ﻭﻣﻌﺎﻟﺠﺔ ﺍﻟﻨﻮﺍﻓﺬ‪ .‬ﺳﻴﺄﺗﻲ ﺍﻟﻌﻤﻞ ﺍﻟﻔﻨﻲ ﻣﻦ ﻓﻨﺎﻧﻴﻦ‬
‫ﻣﺤﻠﻴﻴﻦﻭﺳﻴﺘﻢ ﺑﻴﻌﻪ ﻋﻠﻰ ﺃﺳﺎﺱ ﺷﺤﻨﺔ‪ .‬ﺗﻢ ﺗﺄﻣﻴﻦ ﺍﻟﻜﺘﺐ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺒﺮﻋﺎﺕ‪ .‬ﺍﻟﺘﻜﻠﻔﺔ ﺍﻹﺟﻤﺎﻟﻴﺔ‬
‫ﻟﻠﺘﺄﺛﻴﺚ‪ 14000‬ﺩﻭﻻﺭ‪ .‬ﺳﺘﻜﻮﻥ ﻧﻔﻘﺎﺕ ﺑﺪء ﺍﻟﺘﺸﻐﻴﻞ ﺍﻷﺧﺮﻯ ﻫﻲ ﺍﻷﻃﺒﺎﻕ ﻭﺍﻷﺛﺎﺙ ﻭﺇﻳﺪﺍﻉ ﺍﻹﻳﺠﺎﺭ‬
‫ﻭﺍﻟﺘﺴﻮﻳﻖ‪.‬‬

‫‪2.4‬ﺍﻟﻤﻮﻗﻊ ﻭﺍﻟﻤﺮﺍﻓﻖ‬
‫ﻳﻘﻊﺍﻟﻤﻘﻬﻰ ﺍﻟﺠﺪﻳﺪ ﻓﻲ ﻣﻨﻄﻘﺔ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﺍﻟﻤﺮﻏﻮﺑﺔ ﻟﻠﻐﺎﻳﺔ ﻓﻲ ﻛﺎﻧﺴﺎﺱ ﻋﻨﺪ ﺍﻟﺘﻘﺎﻃﻊ ﺍﻟﺸﻤﺎﻟﻲ‬
‫ﺍﻟﺸﺮﻗﻲﻟﺸﺎﺭﻉ ‪ 135‬ﻭﺷﺎﺭﻉ ﻣﻴﺸﻴﻦ ﻓﻲ ﺳﺎﺣﺔ ﻣﺎﺭﻛﺖ ﺳﻜﻮﻳﺮ ﺍﻟﺠﺪﻳﺪﺓ‪ .‬ﻳﻘﻊ ﺍﻟﻌﻘﺎﺭ ﻓﻲ ﻣﻮﻗﻊ ﻣﻤﺘﺎﺯ‪ .‬ﻣﻊ‬
‫ﻭﻗﺖﻗﻴﺎﺩﺓ ﺳﻬﻞ ﻟﻤﺪﺓ ‪ 6‬ﺩﻗﺎﺉﻖ ﺇﻟﻰ ﺍﻟﻄﺮﻳﻖ ﺍﻟﺴﺮﻳﻊ ‪ I-435‬ﻭ ‪ .69‬ﺍﻟﻌﻘﺎﺭ ﻣﺆﺟﺮ ﺑﻨﺴﺒﺔ ‪ ٪95‬ﻣﻊ‬
‫‪ Price Chopper‬ﻛﻤﺴﺘﺄﺟﺮ ﻣﺮﺳﺎﺓ‪ .‬ﻳﺸﻤﻞ ﺍﻟﻤﺴﺘﺄﺟﺮﻭﻥ ﺍﻵﺧﺮﻭﻥ‪ ، Life Spring Med Spa :‬ﻭ‬
‫‪) Jane's Canines‬ﻣﺘﺠﺮ ﺍﻟﺤﻴﻮﺍﻧﺎﺕ ﺍﻷﻟﻴﻔﺔ ﻭ ‪ ، (Boarding‬ﻭ ‪and Swim U. Price Chopper‬‬
‫‪ Pride Cleaners Kahn Dental‬ﻳﺠﻠﺐ ﺃﻛﺜﺮ ﻣﻦ ‪ 10000‬ﻣﺘﺴﻮﻕ ﻓﻲ ﺍﻷﺳﺒﻮﻉ ﺇﻟﻰ ﺍﻟﻤﺮﻛﺰ‪ .‬ﻳﺘﺄﻟﻒ‬
‫ﺍﻟﻤﻮﻗﻊﻣﻦ ‪ 9،420‬ﻧﺴﻤﺔ ﻓﻲ ﺩﺍﺉﺮﺓ ﻧﺼﻒ ﻗﻄﺮﻫﺎ ﻣﻴﻞ ﻭﺍﺣﺪ ‪ ،‬ﻭ ‪ 61،102‬ﻓﻲ ﺩﺍﺉﺮﺓ ﻧﺼﻒ ﻗﻄﺮﻫﺎ ‪2‬‬
‫ﻣﻴﻞﻭ ‪ 149،550‬ﺩﺍﺧﻞ ﺩﺍﺉﺮﺓ ﻧﺼﻒ ﻗﻄﺮﻫﺎ ‪ 5‬ﺃﻣﻴﺎﻝ ‪ -‬ﺑﻤﺘﻮﺳﻂ ﺩﺧﻞ ﻟﻸﺳﺮﺓ ﻳﺒﻠﻎ ‪ 120،856‬ﺩﻭﻻﺭﺍً‪.‬‬
‫ﻳﻘﻊﻣﻜﺘﺐ ﺷﺮﻛﺔ ‪ Sprint / Nextel‬ﻋﻠﻰ ﺑﻌﺪ ﻣﻴﻠﻴﻦ ﻣﻦ ﺍﻟﻤﻮﻗﻊ‪.‬‬

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‫‪3.0‬ﺍﻟﻤﻨﺘﺠﺎﺕ ‪ /‬ﺍﻟﺨﺪﻣﺎﺕ‬

‫‪3.1‬ﻭﺻﻒ ﺍﻟﻤﻨﺘﺠﺎﺕ ‪ /‬ﺍﻟﺨﺪﻣﺎﺕ‬

‫ﺍﻟﻌﺮﺽﺍﻷﺳﺎﺳﻲ ﻟﻜﺄﺱ ﺭﻭﺳﻴﺖ ﻫﻮ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﺤﻤﺼﺔ ﺍﻟﺬﻭﺍﻗﺔ ﻣﻊ ﺃﺻﻨﺎﻑ ﻣﺜﻞ ﺍﻟﻤﻮﻛﺎ ﻭﺍﻟﻜﺮﻣﻴﻠﻴﺲ‬
‫ﻭﺍﻟﻤﻮﻛﺎﺍﻟﺒﻴﻀﺎء ﻭﺍﻟﺤﻠﻮﻯ ﻻﺗﻴﻪ ﻭﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﺨﻤﺮﺓ‪ .‬ﺳﺘﻜﻤﻞ ﺍﻟﻘﻬﻮﺓ ﺧﻂ ﺳﻤﻮﺛﻲ ﻳﺸﻤﻞ ﺍﻟﺘﻮﺕ ﺍﻟﺒﺮﻱ‬
‫ﻭﺍﻟﻔﺮﺍﻭﻟﺔﻭﺍﻟﺨﻮﺥ ﻭﺍﻟﻤﺎﻧﺠﻮ ﻭﻋﺼﻴﺮ ﺍﻟﻠﻴﻤﻮﻥ‪ .‬ﺳﻴﻜﻮﻥ ﺍﺳﺘﻜﻤﺎﻝ ﺧﻂ ﺍﻟﻘﺎﺉﻤﺔ ﺍﻟﺒﺴﻴﻂ ﻋﺒﺎﺭﺓ ﻋﻦ‬
‫ﻣﻌﺠﻨﺎﺕﻳﺘﻢ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻣﻦ ﻣﻮﺭﺩ ﺧﺎﺭﺟﻲ ‪ ،‬ﻭﻳﺘﻢ ﺗﺤﻀﻴﺮﻫﺎ ﻃﺎﺯﺟﺔ ﻭﺗﺴﻠﻴﻤﻬﺎ ﻳﻮﻣﻴﺎً‪ .‬ﻗﺪ ﺗﺨﺘﻠﻒ‬
‫ﻋﺮﻭﺽﺍﻟﻤﻌﺠﻨﺎﺕ ﺑﺎﺧﺘﻼﻑ ﺍﻟﻤﻮﺍﺳﻢ ‪ ،‬ﻟﻜﻦ ﺍﻟﺨﻂ ﺍﻷﺳﺎﺳﻲ ﺳﻴﻜﻮﻥ ﺍﻟﻜﻌﻚ ‪ ،‬ﻭﺍﻟﺨﺒﺰ ‪ ،‬ﻭﺍﻟﺒﺴﻜﻮﻳﺖ ‪،‬‬
‫ﻭﺍﻟﻜﻌﻜﺎﺕ ‪،‬ﻭﺍﻟﻠﻔﺎﺉﻒ‪.‬‬

‫‪3.2‬ﻣﻘﺎﺭﻧﺔ ﺗﻨﺎﻓﺴﻴﺔ‬
‫ﺗﻌﺘﻤﺪﻣﻨﻬﺠﻴﺔ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﺍﻟﻤﻘﺎﻫﻲ ‪ /‬ﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﻔﺮﻳﺪﺓ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﻤﺘﺮﻭ ﺍﻟﻜﺒﺮﻯ ﻭﺗﺘﺠﺎﻫﻞ ﺍﻟﺴﻼﺳﻞ‬
‫ﺃﻭﺍﻻﻣﺘﻴﺎﺯﺍﺕ ﺍﻷﻛﺒﺮ‪ .‬ﻛﺸﻔﺖ ﺍﻟﻨﺘﺎﺉﺞ ﻋﻦ ﺛﻤﺎﻧﻴﺔ ﻣﻨﺎﻓﺴﻴﻦ ﻣﻤﻴﺰﻳﻦ‪.‬‬

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‫ﻣﻘﻬﻰﺭﻭﺳﺘﺮﻯ‬
‫‪4511‬ﻏﺮﺏ ﺷﺎﺭﻉ ‪119‬‬
‫ﻟﻴﻮﻭﺩ ‪،‬ﻛﺎﻧﺴﺎﺱ ‪66209‬‬
‫‪http://www.theroasterie.com/Cafe/‬‬

‫‪Bar 5336 W 151st St‬‬

‫‪Take Five Coffee‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪/Welcome_to_Take_Five_Coffee_Bar 8701-66224‬‬
‫‪http://www.takefivecoffeebar.com‬‬

‫ﻣﻘﻬﻰﻫﻮﻣﻴﺮﻭﺱ‬
‫‪7126‬ﻏﺮﺏ ﺷﺎﺭﻉ ‪80‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪/about 3715-66204‬‬
‫‪http://www.homerscoffeehouse.com‬‬

‫ﺇﺳﺒﺮﻳﺴﻮﻣﻮﺭﻧﻴﻨﺞ ﺟﻠﻮﺭﻱ‬
‫‪5606‬ﺟﻮﻧﺴﻮﻥ ﺩ‬
‫ﺍﻟﺒﻌﺜﺔ ‪KS 66202-3323،‬‬
‫‪/http://www.morninggloryespresso.com‬‬

‫ﺭﻳﻔﻮﻛﻮﺏ ﻗﻬﻮﺓ‬
‫‪11030‬ﻃﺮﻳﻖ ‪Quivira‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪1239-66210‬‬
‫‪/http://revocup.com/blog‬‬

‫ﺩﻳﻠﻲﺩﻭﺯ ﻛﻮﻓﻲ ﺍﻧﺪ ﺑﺎﺭ ‪12056‬‬

‫ﻭﺍﺕ‪135‬ﺫﺳﺎﻧﺖ ‪ ،‬ﺃﻭﻓﺮﻻﻧﺪ‬
‫ﺑﺎﺭﻙ ‪،‬ﻛﺎﻧﺴﺎﺱ‬

‫ﻣﻌﺒﺮﺟﺎﻓﺎ‬
‫‪8830‬ﻏﺮﺏ ﺷﺎﺭﻉ ‪95‬‬
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‫‪3.3‬ﻣﺼﺎﺩﺭ ﺍﻟﻤﻨﺘﺞ ‪ /‬ﺍﻟﺨﺪﻣﺔ‬

‫ﺗﻔﺎﻭﺽﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻋﻠﻰ ﺍﺗﻔﺎﻗﻴﺎﺕ ﺍﻟﻤﻮﺭﺩﻳﻦ ﻣﻊ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺗﺠﺎﺭ ﺍﻟﺠﻤﻠﺔ ﺍﻟﻤﺤﻠﻴﻴﻦ ﻟﺨﺪﻣﺎﺕ‬
‫ﺍﻟﻄﻌﺎﻡﻭﺑﺎﺉﻌﻲ ﺍﻟﻘﻬﻮﺓ ﺑﺎﻟﺠﻤﻠﺔ ﻓﻲ ﻣﻨﻄﻘﺔ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﺍﻟﺘﻲ ﺗﺘﻤﺘﻊ ﺑﺴﻤﻌﺔ ﻃﻴﺒﺔ ﻣﻦ ﺣﻴﺚ‬
‫ﺍﻟﺠﻮﺩﺓﻭﺍﻟﻤﻮﺛﻮﻗﻴﺔ‪:‬‬
‫• ﻳﻌﻨﻲﻣﺤﻤﺼﺔ ﺣﺒﻮﺏ ﺍﻟﺒﻦ‬
‫• ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ﺑﺮﻭﺭﺯ‬
‫• ﺷﺮﻛﺔﺍﻟﺤﺼﺎﺩ ﺍﻟﺼﺤﻲ ﻟﻠﺨﺒﺰ‬
‫• ﻋﻀﻮﻳﺔﻣﺎﺭﻱ‬
‫ﻓﻲﺣﺎﻟﺔ ﻋﺪﻡ ﺗﻤﻜﻦ ﺃﺣﺪ ﺍﻟﻤﻮﺭﺩﻳﻦ ﺍﻟﻤﺘﺨﺼﺼﻴﻦ ﺍﻟﻤﺬﻛﻮﺭﻳﻦ ﺃﻋﻼﻩ ﻣﻦ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻢ ‪ ،‬ﻳﻤﻜﻦ‬
‫ﻟﻠﻤﻮﺭﺩﻳﻦﺍﻟﻮﻃﻨﻴﻴﻦ ﺍﻟﺘﺎﻟﻴﻴﻦ ﺗﻮﻓﻴﺮ ﺟﻤﻴﻊ ﻣﻨﺘﺠﺎﺕ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻐﺬﺍﺉﻴﺔ ﺍﻟﺘﻲ ﻳﺤﺘﺎﺟﻮﻧﻬﺎ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ‬
‫ﺫﻟﻚ ‪،‬ﺳﻴﻘﻮﻡ ﺗﺠﺎﺭ ﺍﻟﺠﻤﻠﺔ ﺍﻟﺘﺎﻟﻴﻮﻥ ﺑﺘﺰﻭﻳﺪ ﺍﻟﻤﻘﻬﻰ ﺑﻤﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻤﻄﺎﻋﻢ ﺍﻟﻌﺎﻣﺔ‪:‬‬

‫ﺷﺮﻛﺔ‪.Lawrence Food Products Corp‬‬ ‫•‬

‫ﺟﻴﺮﻱﻓﻮﺩ ﺳﺒﻼﻱ ﺇﻧﻚ‬ ‫•‬

‫‪3.4‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺰﻭﻥ ﻏﻴﺮ ﻣﺘﺎﺡ‬

‫‪3.5‬ﺍﻟﺘﺨﺰﻳﻦ ﻭﺍﻻﺳﺘﻴﻔﺎء ﻏﻴﺮ ﻣﺘﺎﺡ‬

‫‪3.6‬ﺍﻟﻤﻨﺘﺠﺎﺕ ‪ /‬ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬

‫ﻏﺎﻟﺒﺎًﻣﺎ ﻳﺘﻢ ﺗﺠﺎﻫﻞ ﺍﻟﻌﺎﺉﻼﺕ ﺍﻟﺸﺎﺑﺔ ﺍﻟﺘﻲ ﺗﺸﻜﻞ ﺛﺎﻟﺚ ﺃﻛﺒﺮ ﺣﺼﺔ ﻓﻲ ﺍﻟﺴﻮﻕ ﻓﻲ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﻓﻲ‬
‫ﺳﻮﻕﺍﻟﻘﻬﻮﺓ‪ .‬ﻟﻢ ﺗﻜﻦ ﺍﻟﻤﻘﺎﻫﻲ ﺗﻘﻠﻴﺪﻳﺎً ﺗﻌﺘﺒﺮ ﺻﺪﻳﻘﺔ ﻟﻸﻃﻔﺎﻝ‪ .‬ﻟﻠﺘﻐﻠﺐ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻌﻘﺒﺔ ‪ ،‬ﻓﺈﻥ ﻛﺄﺱ‬
‫ﺭﻭﺳﻴﺖﻟﺪﻳﻬﺎ ﺧﻄﻂ ﻃﻮﻳﻠﺔ ﺍﻷﺟﻞ )‪ 5‬ﺳﻨﻮﺍﺕ( ﻟﻔﺘﺢ ‪2‬ﺍﺧﺘﺼﺎﺭ ﺍﻟﺜﺎﻧﻲﺍﻟﻤﻘﻬﻰ‪ :‬ﻣﻨﻄﻘﺔ ﻟﻌﺐ ﺩﺍﺧﻠﻴﺔ ‪ /‬ﺑﺎﺭ‬
‫ﻣﻘﻬﻰ‪.‬ﻳﺘﻴﺢ ﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﻟﻠﻮﺍﻟﺪﻳﻦ ﻭﻣﻘﺪﻣﻲ ﺍﻟﺮﻋﺎﻳﺔ ﻓﺮﺻﺔ ﻟﻠﻘﺎء ﻭﺍﻻﺳﺘﺮﺧﺎء ﻣﻊ ﺍﻟﺒﺎﻟﻐﻴﻦ ﺍﻵﺧﺮﻳﻦ‬
‫ﺑﻴﻨﻤﺎﻳﻤﻜﻦ ﻟﻸﻃﻔﺎﻝ ﺍﻻﺳﺘﻤﺘﺎﻉ ﺑﻮﺳﺎﺉﻞ ﺍﻟﺮﺍﺣﺔ ﻓﻲ ﺍﻟﻤﻠﻌﺐ ﺍﻟﺪﺍﺧﻠﻲ‪.‬‬

‫ﺳﺘﺸﻤﻞﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ ﺍﻹﺿﺎﻓﻴﺔ ﺍﻟﺒﻴﻊ ﻓﻲ ﺍﻟﻤﺘﺠﺮ ﻟﺸﺮﺍء ﻣﻨﺰﻝ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﻣﺘﺠﺮ ﻋﺒﺮ‬
‫ﺍﻹﻧﺘﺮﻧﺖ‪.‬‬

‫ﺳﻴﻜﻮﻥﻟﺪﻯ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ﺧﻴﺎﺭ ﺷﺮﺍء ﺑﺮﻧﺎﻣﺞ ﺑﻄﺎﻗﺔ ﺍﻟﻬﺪﺍﻳﺎ ﺍﻟﻤﺪﻓﻮﻋﺔ ﻣﺴﺒﻘﺎً ‪ -‬ﻻ ﺗﻮﻓﺮ ﺑﻄﺎﻗﺎﺕ ﺍﻟﻬﺪﺍﻳﺎ‬
‫ﺍﻟﻤﺪﻓﻮﻋﺔﻣﺴﺒﻘﺎً ﻧﻘﺪﺍً ﻓﻮﺭﻳﺎً ﻓﺤﺴﺐ ‪ ،‬ﺑﻞ ﺗﻘﻠﻞ ﺃﻳﻀﺎً ﺭﺳﻮﻡ ﻣﻌﺎﻣﻼﺕ ﺑﻄﺎﻗﺎﺕ ﺍﻻﺉﺘﻤﺎﻥ ﻭﺗﺠﺬﺏ‬
‫ﻋﻤﻼءﺟﺪﺩﺍً ﺇﻟﻰ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺘﺠﺎﺭﻱ‪.‬‬

‫‪4.0‬ﺗﺤﻠﻴﻞ ﺍﻟﺴﻮﻕ‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ﻫﻲ ﻣﻜﺎﻥ ﺣﺎﺻﻞ ﻋﻠﻰ ﺟﻮﺍﺉﺰ ﻟﻠﻌﻴﺶ ﻭﺍﻟﻌﻤﻞ ﻭﺗﻌﺘﺒﺮ ﻣﺠﺘﻤﻊ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺮﺍﺉﺪ ﻓﻲ‬
‫ﺍﻟﻐﺮﺏﺍﻷﻭﺳﻂ‪ .‬ﺗﻌﺘﺮﻑ ﺍﻟﻤﻨﺸﻮﺭﺍﺕ ﻭﺍﻟﻤﻨﻈﻤﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﻟﺒﻴﺉﺘﻬﺎ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺣﻴﻮﻳﺘﻬﺎ‪ .‬ﺇﻟﻴﻚ‬
‫ﻋﻴﻨﺔ‪:‬ﺍﻟﻤﺮﻛﺰ ﺍﻟﺴﺎﺩﺱ ‪ ،‬ﺃﻓﻀﻞ ﺍﻷﻣﺎﻛﻦ ﻓﻲ ﺃﻣﺮﻳﻜﺎ ﻟﻠﻌﻴﺶ ﺍﻟﻤﺎﻝ ‪ ،‬ﺃﻓﻀﻞ ‪ 50‬ﻣﺪﻳﻨﺔ ﻟﻠﻌﻴﺶ ﻭﺍﻟﻠﻌﺐ ‪،‬‬
‫ﻧﺎﺷﻴﻮﻧﺎﻝﺟﻴﻮﻏﺮﺍﻓﻴﻚ ﺃﺩﻓﻨﺘﺸﺮ ‪ ،‬ﺛﺎﻟﺚ ﺃﻓﻀﻞ ﻣﺪﻳﻨﺔ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ ‪ ،‬ﺍﻟﻤﺎﻝ ‪ ،‬ﻣﻦ ﺑﻴﻦ ﺃﻓﻀﻞ ‪ 20‬ﻣﻜﺎﻧﺎً‬
‫ﻟﻠﻌﻴﺶﻭﺍﻟﻌﻤﻞ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﻮﻇﻴﻒ ‪ ،‬ﻭﺍﺣﺪﺓ ﻣﻦ ‪ 72‬ﻓﻘﻂ ﻣﺪﻥ ﺍﻟﺠﻨﻴﻪ ﺍﻻﺳﺘﺮﻟﻴﻨﻲ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ ‪،‬‬
‫ﻣﺆﺳﺴﺔﻳﻮﻡ ﺍﻟﺸﺠﺮﺓ ﺍﻟﻮﻃﻨﻴﺔ ‪ ،‬ﺃﻓﻀﻞ ‪ 10‬ﻣﻮﺍﻗﻊ ﻟﺘﺮﺑﻴﺔ ﺍﻷﺳﺮﺓ ‪ ،‬ﻭﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺠﻨﻮﺑﻴﺔ ﻭﺍﻟﺘﻨﻤﻴﺔ ‪1 ،‬‬

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‫ﻣﻜﺎﻥ ‪،‬ﺑﻄﺎﻗﺔ ﺗﻘﺮﻳﺮ ﺻﺪﻳﻘﺔ ﻟﻸﻃﻔﺎﻝ ‪ ،‬ﺍﺗﺼﺎﻝ ﺍﻟﺴﻜﺎﻥ ‪ ،‬ﺛﺎﻧﻲ ﺃﻓﻀﻞ ﻣﺪﻳﻨﺔ ﻓﻲ ﺃﻣﺮﻳﻜﺎ ﻟﻠﻌﻴﺶ ﻓﻲ‬
‫ﺗﻮﻗﻌﺎﺕﺗﻄﻮﻳﺮ ﺍﻷﻋﻤﺎﻝ‪.‬‬

‫ﻳﻘﻊ‪ Overland Park‬ﻓﻲ ﻗﻠﺐ ﺃﺣﺪ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻤﺤﻠﻴﺔ ﺍﻷﻛﺜﺮ ﺩﻳﻨﺎﻣﻴﻜﻴﺔ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ ‪ ،‬ﻭﻳﻮﻓﺮ ﺳﻬﻮﻟﺔ‬
‫ﺍﻟﻮﺻﻮﻝﺇﻟﻰ ﻭﺳﺎﺉﻞ ﺍﻟﺮﺍﺣﺔ ﻓﻲ ﻣﻨﻄﻘﺔ ‪ ، Kansas City‬ﻭﻛﺠﺰء ﻣﻦ ﻣﻨﻄﻘﺔ ‪ Kansas City‬ﺍﻟﺤﻀﺮﻳﺔ ؛ ﺇﻧﻪ‬
‫ﺿﻤﻦﺍﻟﺴﻮﻕ ﺍﻟﺮﺉﻴﺴﻲ ﺍﻷﻛﺜﺮ ﻣﻮﻗﻌﺎً ﻣﺮﻛﺰﻳﺎً ﻓﻲ ﺍﻟﺒﻼﺩ‪ .‬ﺗﻤﺮ ﻛﻞ ﻣﻦ ‪ I-35‬ﻭ ‪ I-435‬ﻭ ‪ I-635‬ﻭ ‪Highway 69‬‬
‫‪ US‬ﻋﺒﺮ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ‪ ،‬ﻭﻻ ﺗﻮﺟﺪ ﻧﻘﻄﺔ ﻓﻲ ﺍﻟﻤﺪﻳﻨﺔ ﻋﻠﻰ ﺑﻌﺪ ﺃﻛﺜﺮ ﻣﻦ ‪ 3.5‬ﻣﻴﻞ ﻣﻦ ﺍﻟﻄﺮﻳﻖ ﺍﻟﺴﺮﻳﻊ‪ .‬ﺗﺤﺘﻔﻆ‬
‫ﺍﻟﻤﺪﻳﻨﺔﺑﺸﺒﻜﺔ ﺷﻮﺍﺭﻉ ﺷﺮﻳﺎﻧﻴﺔ ﻣﻤﺘﺎﺯﺓ ﻭﺗﺨﻄﻂ ﻟﺒﻨﺎء ﺃﻣﻴﺎﻝ ﺇﺿﺎﻓﻴﺔ ﻣﻊ ﻧﻤﻮ ﺍﻟﻤﻨﻄﻘﺔ‪ .‬ﺛﻼﺛﺔ ﻣﻄﺎﺭﺍﺕ ﺗﺨﺪﻡ‬
‫ﺍﻟﻤﻨﻄﻘﺔ‪.‬ﻳﻘﻊ ﻣﻄﺎﺭ ﻛﺎﻧﺴﺎﺱ ﺳﻴﺘﻲ ﺍﻟﺪﻭﻟﻲ )‪ (MCI‬ﻋﻠﻰ ﺑﻌﺪ ‪ 25‬ﻣﻴﻼ ًﻓﻘﻂ ﻣﻦ ﺍﻟﻄﺮﻳﻖ ﺍﻟﺴﺮﻳﻊ ﺑﻴﻦ ﺍﻟﻮﻻﻳﺎﺕ‬
‫ﺷﻤﺎﻝﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ‪ .‬ﻣﻄﺎﺭ ﻣﻘﺎﻃﻌﺔ ﺟﻮﻧﺴﻮﻥ ﺍﻟﺘﻨﻔﻴﺬﻱ ‪ -‬ﺛﺎﻧﻲ ﺃﻛﺜﺮ ﺍﻟﻤﻄﺎﺭﺍﺕ ﺍﺯﺩﺣﺎﻣﺎً ﻓﻲ ﻛﺎﻧﺴﺎﺱ ‪ -‬ﻳﻮﻓﺮ‬
‫ﺧﺪﻣﺎﺕﻛﺎﻣﻠﺔ ﻟﻄﺎﺉﺮﺍﺕ ﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺨﺎﺻﺔ ﻭﺍﻟﻄﻴﺮﺍﻥ ﺍﻟﻌﺎﻡ‪ .‬ﻣﺮﻛﺰ ﻧﻴﻮ ﺳﻨﺸﺮﻱ ﻟﻠﻄﻴﺮﺍﻥ ‪ ،‬ﻋﻠﻰ ﺑﻌﺪ ‪ 12‬ﻣﻴﻼ ً‬
‫ﻓﻘﻂﺟﻨﻮﺏ ﻏﺮﺏ ﺍﻟﻤﺪﻳﻨﺔ ‪،‬‬

‫ﺗﻮﻓﺮﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﺑﻌﻀﺎً ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻌﻤﺎﻝ ﺗﻌﻠﻴﻤﺎ ﻓﻲ ﺍﻟﺪﻭﻟﺔ ‪ ،‬ﺣﻴﺚ ﻳﺤﻤﻞ ‪ ٪ 97‬ﻣﻦ ﺍﻟﺒﺎﻟﻐﻴﻦ ﻓﻲ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﺍﻟﺬﻳﻦ‬
‫ﺗﺰﻳﺪﺃﻋﻤﺎﺭﻫﻢ ﻋﻦ ‪ 25‬ﻋﺎﻣﺎً ﻋﻠﻰ ﺍﻷﻗﻞ ﺷﻬﺎﺩﺓ ﺍﻟﺪﺭﺍﺳﺔ ﺍﻟﺜﺎﻧﻮﻳﺔ‪ .‬ﺗﺤﺘﻞ ﻣﻘﺎﻃﻌﺔ ﺟﻮﻧﺴﻮﻥ ‪ ،‬ﺍﻟﺘﻲ ﻳﻘﻊ ﻓﻴﻬﺎ ﺃﻭﻓﺮﻻﻧﺪ‬
‫ﺑﺎﺭﻙ ‪،‬ﺍﻟﻤﺮﺗﺒﺔ ﺍﻷﻭﻟﻰ ﺑﻴﻦ ﻣﻘﺎﻃﻌﺎﺕ ﺍﻟﺒﻼﺩ ﺍﻟﺒﺎﻟﻎ ﻋﺪﺩﻫﺎ ‪ 231‬ﻭﺍﻟﺘﻲ ﻳﺰﻳﺪ ﻋﺪﺩ ﺳﻜﺎﻧﻬﺎ ﻋﻦ ‪ 250.000‬ﻧﺴﻤﺔ‪ .‬ﺗﺤﺘﻞ‬
‫ﺍﻟﻤﻘﺎﻃﻌﺔﺍﻟﻤﺮﺗﺒﺔ ﺍﻟﺴﺎﺩﺳﺔ ﻣﻦ ﺣﻴﺚ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻤﺉﻮﻳﺔ ﻟﻠﺒﺎﻟﻐﻴﻦ ﺍﻟﺤﺎﺻﻠﻴﻦ ﻋﻠﻰ ﺩﺭﺟﺔ ﺍﻟﺒﻜﺎﻟﻮﺭﻳﻮﺱ ﻋﻠﻰ ﺍﻷﻗﻞ‬
‫ﻭﺍﻟﻤﺮﺗﺒﺔ‪ 16‬ﻓﻲ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻤﺉﻮﻳﺔ ﺍﻟﺤﺎﺻﻠﻴﻦ ﻋﻠﻰ ﺩﺭﺟﺔ ﻋﻠﻤﻴﺔ ﺃﻭ ﻣﻬﻨﻴﺔ‪.‬‬

‫ﻳﺒﻠﻎﻋﺪﺩ ﺳﻜﺎﻥ ﻣﻨﻄﻘﺔ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ‪ 175265‬ﻧﺴﻤﺔ ﺑﻨﺎء ًﻋﻠﻰ ﺗﻌﺪﺍﺩ ‪ .2010‬ﻣﺘﻮﺳﻂ ﺩﺧﻞ ﺍﻷﺳﺮﺓ ﻫﻮ‬
‫‪77881‬ﺩﻭﻻﺭﺍً ﻭﻣﺘﻮﺳﻂ ﺍﻟﻌﻤﺮ ‪) .37.9‬ﺗﻌﺪﺍﺩ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ ‪(2010‬‬
‫ﻳﻘﻮﺩ‬

‫‪4.1‬ﺗﺤﻠﻴﻞ ﺍﻟﺼﻨﺎﻋﺔ‬
‫ﺗﻀﻢﺻﻨﺎﻋﺔ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻷﻣﺮﻳﻜﻴﺔ ﺣﻮﺍﻟﻲ ‪ 20000‬ﻣﺘﺠﺮ ﺑﺈﻳﺮﺍﺩﺍﺕ ﺳﻨﻮﻳﺔ ﻣﺠﻤﻌﺔ ﺗﺒﻠﻎ ﺣﻮﺍﻟﻲ ‪ 10‬ﻣﻠﻴﺎﺭ‬
‫ﺩﻭﻻﺭ‪.‬ﺗﺸﻤﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﺮﻯ ﻛﺎﺭﻳﺒﻮ ﻛﻮﻓﻲ ‪ ،‬ﺍﻧﺘﺮﻧﺎﺷﻴﻮﻧﺎﻝ ﻛﻮﻓﻲ ﺃﻧﺪ ﺗﻲ )ﺫﺍ ﻛﻮﻓﻲ ﺑﻴﻦ ﺃﻧﺪ ﺗﻲ ﻟﻴﻒ( ‪،‬‬
‫ﺑﻴﻴﺘﺰﻛﻮﻓﻲ ‪ ،‬ﻭﺳﺘﺎﺭﺑﻜﺲ‪ .‬ﺗﺘﺮﻛﺰ ﺍﻟﺼﻨﺎﻋﺔ‪ :‬ﺗﺤﻘﻖ ﺃﻓﻀﻞ ‪ 50‬ﺷﺮﻛﺔ ﺃﻛﺜﺮ ﻣﻦ ‪ 70‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦ ﺍﻟﻤﺒﻴﻌﺎﺕ‪.‬‬
‫ﺗﻌﺪﺍﻟﻤﻘﺎﻫﻲ ﺟﺰءﺍً ﻣﻦ ﺻﻨﺎﻋﺔ ﺍﻟﻤﻄﺎﻋﻢ ﺍﻟﻤﺘﺨﺼﺼﺔ ‪ ،‬ﻭﺍﻟﺘﻲ ﺗﺸﻤﻞ ﺃﻳﻀﺎً ﻣﻨﺎﻓﺬ ﺍﻟﺒﻴﻊ ﺑﺎﻟﺘﺠﺰﺉﺔ‬
‫ﺍﻟﻤﺘﺨﺼﺼﺔﻓﻲ ﻣﻨﺘﺠﺎﺕ ﻣﺜﻞ ﺍﻟﺨﺒﺰ ﻭﺍﻟﻜﻌﻚ ﻭﺍﻟﺰﺑﺎﺩﻱ ﺍﻟﻤﺠﻤﺪ ﻭﺍﻵﻳﺲ ﻛﺮﻳﻢ‪) .‬ﺍﻟﺒﺤﺚ ﺍﻷﻭﻝ(‬

‫ﻣﺸﻬﺪﺗﻨﺎﻓﺴﻲ‬
‫ﺫﻭﻕﺍﻟﻤﺴﺘﻬﻠﻚ ﻭﺍﻟﺪﺧﻞ ﺍﻟﺸﺨﺼﻲ ﻳﺪﻓﻌﺎﻥ ﺍﻟﻄﻠﺐ‪ .‬ﺗﻌﺘﻤﺪ ﺭﺑﺤﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻔﺮﺩﻳﺔ ﻋﻠﻰ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ‬
‫ﺗﺄﻣﻴﻦﺍﻟﻤﻮﺍﻗﻊ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻭﺯﻳﺎﺩﺓ ﺣﺮﻛﺔ ﻣﺮﻭﺭ ﺍﻟﻤﺘﺠﺮ ﻭﺗﻘﺪﻳﻢ ﻣﻨﺘﺠﺎﺕ ﻋﺎﻟﻴﺔ ﺍﻟﺠﻮﺩﺓ‪ .‬ﺗﺘﻤﺘﻊ ﺍﻟﺸﺮﻛﺎﺕ‬
‫ﺍﻟﻜﺒﻴﺮﺓﺑﻤﺰﺍﻳﺎ ﻓﻲ ﺍﻟﺸﺮﺍء ﻭﺍﻟﺘﻤﻮﻳﻞ ﻭﺍﻟﺘﺴﻮﻳﻖ‪ .‬ﻳﻤﻜﻦ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﺍﻟﺘﻨﺎﻓﺲ ﺑﻔﻌﺎﻟﻴﺔ ﻣﻦ ﺧﻼﻝ‬
‫ﺗﻘﺪﻳﻢﻣﻨﺘﺠﺎﺕ ﻣﺘﺨﺼﺼﺔ ﺃﻭ ﺧﺪﻣﺔ ﺳﻮﻕ ﻣﺤﻠﻲ ﺃﻭ ﺗﻘﺪﻳﻢ ﺧﺪﻣﺔ ﻋﻤﻼء ﻓﺎﺉﻘﺔ‪ .‬ﺍﻟﻤﻄﺎﻋﻢ ﺍﻟﻤﺘﺨﺼﺼﺔ ‪،‬‬
‫ﻭﺍﻟﺘﻲﺗﺸﻤﻞ ﺍﻟﻤﻘﺎﻫﻲ ‪ ،‬ﻛﺜﻴﻔﺔ ﺍﻟﻌﻤﺎﻟﺔ‪ :‬ﻳﺒﻠﻎ ﻣﺘﻮﺳﻂ ﺍﻟﺪﺧﻞ ﺍﻟﺴﻨﻮﻱ ﻟﻜﻞ ﻋﺎﻣﻞ ﺣﻮﺍﻟﻲ ‪ 50000‬ﺩﻭﻻﺭ‪.‬‬
‫ﺗﺘﻨﺎﻓﺲﺍﻟﻤﻘﺎﻫﻲ ﻣﻊ ﺷﺮﻛﺎﺕ ﻣﺜﻞ ﺍﻟﻤﺘﺎﺟﺮ ﻭﻣﺤﻄﺎﺕ ﺍﻟﻮﻗﻮﺩ ﻭﺍﻟﺨﺪﻣﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻭﻣﻄﺎﻋﻢ ﺍﻟﻮﺟﺒﺎﺕ‬
‫ﺍﻟﺴﺮﻳﻌﺔﻭﻣﺤﻼﺕ ﺍﻷﻃﻌﻤﺔ ﺍﻟﺬﻭﺍﻗﺔ ﻭﻣﺤﻼﺕ ﺍﻟﻜﻌﻚ‪) .‬ﺍﻟﺒﺤﺚ ﺍﻷﻭﻝ(‬

‫ﺍﻟﻤﻨﺘﺠﺎﺕﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫‪10‬‬
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‫ﺗﺸﻤﻞﺍﻟﻤﻨﺘﺠﺎﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﻭﺍﻟﻄﻌﺎﻡ‪ .‬ﺗﺸﻤﻞ ﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﻘﻬﻮﺓ ﻭﺍﻟﺸﺎﻱ‪ .‬ﻣﺸﺮﻭﺑﺎﺕ‬

‫ﺍﺳﺒﺮﻳﺴﻮ)ﻛﺎﺑﺘﺸﻴﻨﻮ ‪ ،‬ﻗﻬﻮﺓ ﻻﺗﻴﻪ( ؛ ﻣﺸﺮﻭﺑﺎﺕ ﻣﺨﻠﻮﻃﺔ ﺑﺎﺭﺩﺓ ﻣﻴﺎﻩ ﻣﻌﺒﺄﺓ؛ ﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﻐﺎﺯﻳﺔ؛‬
‫ﻭﺍﻟﻌﺼﺎﺉﺮ‪.‬ﻳﺸﻤﻞ ﺍﻟﻄﻌﺎﻡ ﺍﻟﻤﻌﺠﻨﺎﺕ ﻭﺍﻟﻤﺨﺎﺑﺰ ﻭﺍﻟﺤﻠﻮﻳﺎﺕ ﻭﺍﻟﺴﻨﺪﻭﻳﺸﺎﺕ ﻭﺍﻟﺤﻠﻮﻯ‪ .‬ﺗﺒﻴﻊ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﻟﻤﻘﺎﻫﻲﺣﺒﻮﺏ ﺍﻟﺒﻦ ﺍﻟﻜﺎﻣﻠﺔ ﺃﻭ ﺍﻟﻤﻄﺤﻮﻧﺔ ﻟﻼﺳﺘﻬﻼﻙ ﺍﻟﻤﻨﺰﻟﻲ‪ .‬ﺗﺒﻴﻊ ﺑﻌﺾ ﺍﻟﻤﻘﺎﻫﻲ ﻣﻌﺪﺍﺕ ﺻﻨﻊ‬
‫ﺍﻟﻘﻬﻮﺓﺃﻭ ﺍﻹﺳﺒﺮﻳﺴﻮ ﻭﺍﻟﻤﻄﺎﺣﻦ ﻭﺍﻷﻛﻮﺍﺏ ﻭﻏﻴﺮﻫﺎ ﻣﻦ ﺍﻟﻤﻠﺤﻘﺎﺕ‪) .‬ﺍﻟﺒﺤﺚ ﺍﻷﻭﻝ(‬

‫‪4.1.1‬ﺣﺠﻢ ﺍﻟﺴﻮﻕ‬
‫ﺗﻀﻢﺻﻨﺎﻋﺔ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻷﻣﺮﻳﻜﻴﺔ ﺣﻮﺍﻟﻲ ‪ 20000‬ﻣﺘﺠﺮ ﺑﺈﻳﺮﺍﺩﺍﺕ ﺳﻨﻮﻳﺔ ﻣﺠﻤﻌﺔ ﺗﺒﻠﻎ ﺣﻮﺍﻟﻲ ‪10‬‬
‫ﻣﻠﻴﺎﺭﺩﻭﻻﺭ‪ .‬ﺗﺸﻤﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﺮﻯ ﻛﺎﺭﻳﺒﻮ ﻛﻮﻓﻲ ‪ ،‬ﻭﺍﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ ﻛﻮﻓﻲ ﺁﻧﺪ ﺗﻲ )ﺫﺍ ﻛﻮﻓﻲ ﺑﻴﻦ‬
‫ﺃﻧﺪﺗﻲ ﻟﻴﻒ( ‪ ،‬ﺑﻴﺘﺲ ﻛﻮﻓﻲ ‪ ،‬ﻭﺳﺘﺎﺭﺑﻜﺲ‪ .‬ﺗﺘﺮﻛﺰ ﺍﻟﺼﻨﺎﻋﺔ‪ :‬ﺗﺤﻘﻖ ﺃﻓﻀﻞ ‪ 50‬ﺷﺮﻛﺔ ﺃﻛﺜﺮ ﻣﻦ‬
‫‪70‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦ ﺍﻟﻤﺒﻴﻌﺎﺕ‪) .‬ﺍﻟﺒﺤﺚ ﺍﻷﻭﻝ(‬

‫‪4.1.2‬ﺍﻟﻤﺸﺎﺭﻛﻮﻥ ﻓﻲ ﺍﻟﺼﻨﺎﻋﺔ‬

‫ﻓﻲﻧﻄﺎﻕ ‪ 5‬ﺃﻣﻴﺎﻝ ﻣﻦ ﺍﻟﻤﻮﺿﻮﻉ ‪ ،‬ﻫﻨﺎﻙ ‪ 37‬ﺷﺮﻛﺔ ﺗﻌﻤﻞ ﻓﻲ ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ‬
‫ﺍﻟﺴﻼﺳﻞﻭﺍﻟﻤﻄﺎﻋﻢ ﻭﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﺘﻲ ﺗﺤﻘﻖ ﺇﻳﺮﺍﺩﺍﺕ ﺳﻨﻮﻳﺔ ﺗﺰﻳﺪ ﻋﻦ ‪ 54‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﻣﻦ ﺑﻴﻦ‬
‫ﻫﺬﻩﺍﻷﻋﻤﺎﻝ ﺍﻟـ ‪ ، 37‬ﻫﻨﺎﻙ ‪ 20‬ﻣﻘﺎﻫﻲ ﺳﺘﺎﺭﺑﻜﺲ ﺗﺤﺼﺪ ‪ 35.7‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻣﻦ ﺍﻟﻌﺎﺉﺪﺍﺕ ﺃﻭ‬
‫‪٪66‬ﻣﻦ ﺣﺼﺔ ﺍﻟﺴﻮﻕ‪ 8 .‬ﻣﻘﺎﻫﻲ ﺇﺿﺎﻓﻴﺔ ﻫﻲ ﺍﻣﺘﻴﺎﺯﺍﺕ ﺗﺴﺘﺤﻮﺫ ﻋﻠﻰ ‪ 9.7‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﺗﻤﺜﻞ‬
‫‪ ٪18‬ﻣﻦ ﺣﺼﺔ ﺍﻟﺴﻮﻕ‪ .‬ﺍﻟﻤﻘﺎﺭﻧﺎﺕ ‪ -‬ﺗﻠﻚ ﺍﻟﻤﻘﺎﻫﻲ ‪ /‬ﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﻘﺮﻳﺒﺔ ﺍﻟﺘﻲ ﺳﺘﺘﻨﺎﻓﺲ ﻋﻠﻰ‬
‫ﺃﻋﻤﺎﻝﻫﺬﺍ ﺍﻟﻤﻮﺿﻮﻉ ﺗﻤﺜﻞ ‪ 8.3‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻓﻲ ﺍﻹﻳﺮﺍﺩﺍﺕ ﺍﻟﺴﻨﻮﻳﺔ ﺃﻭ ‪ ٪ 15‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺍﻟﺴﻮﻕ‪.‬‬

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‫ﻳﺴﺘﻬﺪﻑ‪ Russet Cup‬ﺛﻼﺙ ﻣﺠﻤﻮﻋﺎﺕ ﺃﺳﺎﺳﻴﺔ ﺗﻘﻴﻢ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﻤﺒﺎﺷﺮ ﺍﻟﺨﺎﺻﺔ‬
‫ﺑﻬﻢ‪.‬ﻳﻔﻀﻞ ﻫﺆﻻء ﺍﻷﻓﺮﺍﺩ ﺍﻷﻣﺎﻛﻦ ﺍﻟﻔﺮﻳﺪﺓ ﻭﻳﺘﺠﻨﺒﻮﻥ ﺍﻟﺴﻼﺳﻞ ﺍﻟﻜﺒﻴﺮﺓ ﻭﺍﻻﻣﺘﻴﺎﺯﺍﺕ‪ .‬ﺇﻧﻬﻢ‬
‫ﻳﻔﻀﻠﻮﻥﻣﻨﻄﻘﺘﻬﻢ ﺍﻟﻤﺤﻠﻴﺔ ﻭﺳﻴﺪﻋﻤﻮﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﺤﻠﻴﺔ ﺇﺫﺍ ﺍﺳﺘﺪﻋﺖ ﺍﻟﺸﺮﻛﺔ ﺫﻟﻚ‪.‬‬

‫‪4.1.3‬ﺍﻟﻤﻨﺎﻓﺴﻮﻥ ﺍﻟﺮﺉﻴﺴﻴﻮﻥ‬

‫ﻣﻘﻬﻰﺭﻭﺳﺘﺮﻯ‬
‫‪4511‬ﻏﺮﺏ ﺷﺎﺭﻉ ‪119‬‬
‫ﻟﻴﻮﻭﺩ ‪،‬ﻛﺎﻧﺴﺎﺱ ‪66209‬‬
‫‪http://www.theroasterie.com/Cafe/‬‬

‫ﻳﻌﻤﻞﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ ﻓﻲ ‪ MSA‬ﺍﻷﻛﺒﺮ ﻣﻨﺬ ﻋﺎﻡ ‪ 2005‬ﻭﺍﻓﺘﺘﺢ ﺃﻭﻝ ﻣﻘﻬﻰ ﻟﻪ ﻓﻲ ﺑﺮﻭﻛﺴﺎﻳﺪ ‪،‬‬
‫ﻛﺎﻧﺴﺎﺱﺛﻢ ﻓﻲ ﻣﻮﻗﻊ ‪ Leawood‬ﻓﻲ ﻋﺎﻡ ‪ .2010‬ﻳﻘﺪﻡ ﺍﻟﻤﻘﻬﻰ ﺍﻟﺬﻱ ﺗﺒﻠﻎ ﻣﺴﺎﺣﺘﻪ ‪ 3300‬ﻗﺪﻡ‬
‫ﻣﺮﺑﻊﻣﺠﻤﻮﻋﺔ ﻣﺘﻨﻮﻋﺔ ﻣﻦ ﺍﻟﻤﻌﺠﻨﺎﺕ ﻭﺍﻟﺨﺒﺰ ﻭﺍﻟﻜﻌﻚ‪ .‬ﺗﺸﻤﻞ ﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺷﺎﻱ ‪and Sons‬‬
‫‪ Harney‬ﻭﺍﻟﺨﻠﻄﺎﺕ ﺍﻟﻤﻤﻴﺰﺓ ﻭﺍﻹﺳﺒﺮﻳﺴﻮ ﻭﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﻤﺘﺨﺼﺼﺔ‪ .‬ﻳﻌﻤﻞ ﻓﻲ ﺍﻟﻤﻘﻬﻰ ‪11‬‬
‫ﻣﻮﻇﻔﺎًﻭﺣﻘﻖ ﺇﻳﺮﺍﺩﺍﺕ ﺑﻠﻐﺖ ‪ 11‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻓﻲ ﻋﺎﻡ ‪ .2011‬ﻣﻴﺰﺓ ﺍﻟﻤﻮﺿﻮﻉ ﻫﻲ ﺑﻴﺉﺘﻪ ﺍﻷﺻﻐﺮ‬
‫ﻭﺍﻷﻛﺜﺮﺭﺍﺣﺔ‪.‬‬

‫‪Bar 5336 W 151st St‬‬

‫‪Take Five Coffee‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪/Welcome_to_Take_Five_Coffee_Bar 8701-66224‬‬
‫‪http://www.takefivecoffeebar.com‬‬

‫‪12‬‬
 ‫ﻧﻤﻮﺫﺝﺧﻄﺔ ﻋﻤﻞ ﺍﻟﻤﻘﻬﻰ‬ ‫‪www.‬ﺳﺮﻳﻊ‪BusinessPlans.com‬‬

‫ﻳﺸﻐﻞﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ ﻣﺴﺎﺣﺔ ﺗﺒﻠﻎ ‪ 3300‬ﻗﺪﻡ ﻣﺮﺑﻊ‪ .‬ﺍﻟﻤﻘﻬﻰ ﺑﻪ ‪ .WI-FI‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺗﻘﺪﻳﻢ‬
‫ﺍﻟﻘﻬﻮﺓﻭﺍﻟﻌﺼﺎﺉﺮ ‪ ،‬ﻳﻘﺪﻡ ﺍﻟﻤﻘﻬﻰ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﻋﺮﻭﺽ ﺍﻟﻄﻌﺎﻡ ﻣﻊ ﻣﻄﺒﺦ ﻣﺘﻜﺎﻣﻞ ﺍﻟﺨﺪﻣﺎﺕ ﻳﻘﺪﻡ‬
‫ﻭﺟﺒﺎﺕﺍﻹﻓﻄﺎﺭ ﺍﻟﺨﻔﻴﻔﺔ ﻭﺍﻟﺴﻨﺪﻭﻳﺸﺎﺕ ﻭﺍﻟﻠﻔﺎﺉﻒ‪ .‬ﻓﻲ ﺍﻟﻤﺴﺎء ‪ ،‬ﻳﻮﺟﺪ ﻓﻲ ﺍﻟﻤﻘﻬﻰ ﻣﻮﺳﻴﻘﻴﻮﻥ‬
‫ﻳﻌﺰﻓﻮﻥﻋﻠﻰ ﻣﺴﺮﺡ ﺻﻐﻴﺮ‪ .‬ﻳﺤﺘﻮﻱ ﺍﻟﻤﻘﻬﻰ ﺃﻳﻀﺎً ﻋﻠﻰ ﺗﺮﺧﻴﺺ ﻛﺎﻣﻞ ﻟﻠﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﻜﺤﻮﻟﻴﺔ‪.‬‬
‫ﺍﻟﻌﺮﻭﺽﺍﻟﻮﺍﺳﻌﺔ ﻟﻮﺳﺎﺉﻞ ﺍﻟﺮﺍﺣﺔ ﻻ ﺗﺠﻌﻞ ﻫﺬﺍ ﺻﺤﻴﺤﺎً ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻮﺿﻮﻉ‪.‬‬

‫ﻣﻘﻬﻰﻫﻮﻣﻴﺮﻭﺱ‬
‫‪7126‬ﻏﺮﺏ ﺷﺎﺭﻉ ‪80‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪/about 3715-66204‬‬
‫‪http://www.homerscoffeehouse.com‬‬

‫ﻳﻌﻤﻞﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ ﻋﻠﻰ ﻣﺴﺎﺣﺔ ‪ 6300‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻓﻲ ﻣﺮﻛﺰ ﺗﺴﻮﻕ‪ .‬ﺗﻢ ﺇﻧﺸﺎء ﺍﻟﻤﺘﺠﺮ ﻓﻲ ﻋﺎﻡ‬
‫‪2001‬ﻭﻓﻲ ﻋﺎﻡ ‪ 2011‬ﺗﻢ ﺗﺴﺠﻴﻞ ‪ 2‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻣﻦ ﺍﻟﻌﺎﺉﺪﺍﺕ‪ .‬ﻳﻮﻇﻒ ﺍﻟﻤﺘﺠﺮ ‪ 21‬ﻣﻮﻇﻔﺎً‬
‫ﻭﻳﻮﻓﺮﺍﻟﻤﻮﺳﻴﻘﻰ ﻓﻲ ﻋﻄﻼﺕ ﻧﻬﺎﻳﺔ ﺍﻷﺳﺒﻮﻉ‪ .‬ﻣﻴﺰﺓ ﺍﻟﻤﻮﺿﻮﻉ ﻫﻲ ﺑﻴﺉﺘﻪ ﺍﻷﺻﻐﺮ ﻭﺍﻷﻛﺜﺮ ﺭﺍﺣﺔ‬
‫ﻭﺍﻷﻛﺜﺮﻫﺪﻭءﺍً‪.‬‬

‫ﺇﺳﺒﺮﻳﺴﻮﻣﻮﺭﻧﻴﻨﺞ ﺟﻠﻮﺭﻱ‬
‫‪5606‬ﺟﻮﻧﺴﻮﻥ ﺩ‬
‫ﺍﻟﺒﻌﺜﺔ ‪KS 66202-3323،‬‬
‫‪/http://www.morninggloryespresso.com‬‬

‫ﻫﺬﺍﺍﻟﻤﻨﺎﻓﺲ ﻣﻤﺎﺛﻞ ﻓﻲ ﺍﻟﺤﺠﻢ ﻟﻠﻤﻮﺿﻮﻉ ﺍﻟﺬﻱ ﻳﻌﻤﻞ ﻣﻦ ‪ 900‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻓﻲ ﻣﺮﻛﺰ ﺗﺴﻮﻕ ﻟﻠﺒﻴﻊ‬
‫ﺑﺎﻟﺘﺠﺰﺉﺔ‪.‬ﻳﻌﻤﻞ ‪ Morning Glory Espresso‬ﻣﻨﺬ ﻋﺎﻡ ‪ 2005‬ﻭﻳﻌﻤﻞ ﺑﻪ ‪ 3‬ﻣﻮﻇﻔﻴﻦ ﻭﺃﺑﻠﻎ ﻋﻦ‬
‫ﺇﻳﺮﺍﺩﺍﺕ‪ 300000‬ﺩﻭﻻﺭ ﻓﻲ ﻋﺎﻡ ‪ .2011‬ﻳﻔﺘﺢ ﺍﻟﻤﻘﻬﻰ ‪ 6‬ﺃﻳﺎﻡ ﻓﻲ ﺍﻷﺳﺒﻮﻉ ﻭﻳﻔﺘﺢ ﻟﺘﻨﺎﻭﻝ ﺍﻹﻓﻄﺎﺭ‪.‬‬
‫ﻳﺤﺘﻮﻱﺍﻟﻤﺘﺠﺮ ﻋﻠﻰ ﻣﻄﺒﺦ ﻛﺎﻣﻞ ﻭﻳﻘﺪﻡ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﻤﻌﺠﻨﺎﺕ ﻋﺮﻭﺽ ﺍﻹﻓﻄﺎﺭ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪.‬‬
‫ﺍﻟﻤﺘﺠﺮﻣﻌﺮﻭﺽ ﻟﻠﺒﻴﻊ ‪ ،‬ﻣﻤﺎ ﻗﺪ ﻳﺆﺛﺮ ﻋﻠﻰ ﺣﺼﺔ ﺍﻟﺴﻮﻕ‪.‬‬

‫ﺭﻳﻔﻮﻛﻮﺏ ﻗﻬﻮﺓ‬
‫‪11030‬ﻃﺮﻳﻖ ‪Quivira‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪1239-66210‬‬
‫‪/http://revocup.com/blog‬‬

‫ﻳﺸﻐﻞﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ ﻣﺘﺠﺮﺍً ﺑﻤﺴﺎﺣﺔ ‪ 2100‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻭﻟﺪﻳﻪ ‪ 7‬ﻣﻮﻇﻔﻴﻦ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ، 2011‬ﺗﻢ‬
‫ﺍﻹﺑﻼﻍﻋﻦ ﻣﺒﻴﻌﺎﺗﻬﺎ ﺍﻟﺴﻨﻮﻳﺔ ﺑﻤﺒﻠﻎ ‪ 700000‬ﺩﻭﻻﺭ‪ Revo Cup .‬ﻫﻲ ﻣﺤﻤﺼﺔ ﻣﺘﺨﺼﺼﺔ‪ .‬ﻳﻘﻮﻡ‬
‫ﺍﻟﻤﺎﻟﻜﻮﻥﻣﻦ ﺇﺛﻴﻮﺑﻴﺎ ﺑﺘﺤﻤﻴﺺ ﺍﻟﻘﻬﻮﺓ ﺍﻹﺛﻴﻮﺑﻴﺔ ﻓﻲ ﺍﻟﻤﺘﺠﺮ ﺑﺄﻧﻔﺴﻬﻢ ‪ ،‬ﻣﻤﺎ ﻳﻮﻓﺮ ﺗﺠﺮﺑﺔ ﻗﻬﻮﺓ‬
‫ﻣﺤﻤﺼﺔﻓﺮﻳﺪﺓ ﺣﻘﺎً‪ .‬ﻧﻈﺮﺍً ﻟﻄﺮﻕ ﺍﻟﺘﺤﻤﻴﺺ ﺍﻟﻔﺮﻳﺪﺓ ‪ ،‬ﻭﻋﺮﻭﺽ ﺍﻟﻄﻌﺎﻡ ﺍﻟﻤﺤﺪﻭﺩﺓ ‪ ،‬ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ‬
‫ﺍﻟﻤﻮﺿﻮﻉﺟﻴﺪﺍً ﺿﺪ ﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ‪.‬‬

‫‪13‬‬
 ‫ﻧﻤﻮﺫﺝﺧﻄﺔ ﻋﻤﻞ ﺍﻟﻤﻘﻬﻰ‬ ‫‪www.‬ﺳﺮﻳﻊ‪BusinessPlans.com‬‬

‫ﺩﻳﻠﻲﺩﻭﺯ ﻛﻮﻓﻲ ﺍﻧﺪ ﺑﺎﺭ ‪12056‬‬

‫ﻭﺍﺕ‪135‬ﺫﺳﺎﻧﺖ ‪ ،‬ﺃﻭﻓﺮﻻﻧﺪ‬
‫ﺑﺎﺭﻙ ‪،‬ﻛﺎﻧﺴﺎﺱ‬

‫ﻳﺸﻐﻞﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ ‪ 2700‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻓﻲ ﻣﺮﻛﺰ ﺍﻟﺸﺮﻳﻂ ﻭﻳﻌﻤﻞ ﻣﻨﺬ ﻋﺎﻡ ‪ .2003‬ﺍﻟﻤﻘﻬﻰ ‪ /‬ﺍﻟﺒﺎﺭ‬
‫ﻣﻔﺘﻮﺡ‪ 7‬ﺃﻳﺎﻡ ﻓﻲ ﺍﻷﺳﺒﻮﻉ ﻭﻳﺤﺘﻮﻱ ﻋﻠﻰ ﻣﻄﺒﺦ ﻛﺎﻣﻞ‪ .‬ﻳﻘﺪﻡ ﺍﻟﻤﺘﺠﺮ ﺃﺣﻴﺎﻧﺎً ﻣﻮﺳﻴﻘﻰ ﺣﻴﺔ ﻓﻲ‬
‫ﻋﻄﻼﺕﻧﻬﺎﻳﺔ ﺍﻷﺳﺒﻮﻉ‪ .‬ﺍﻟﻤﺘﺠﺮ ﻳﻮﻇﻒ ‪ 9‬ﻭﻗﺪ ﺃﺑﻠﻎ ﻋﻦ ﺇﻳﺮﺍﺩﺍﺕ ﺗﺰﻳﺪ ﻋﻦ ‪ 900000‬ﺩﻭﻻﺭ ﻓﻲ ﻋﺎﻡ‬
‫‪.2011‬‬

‫ﻣﻌﺒﺮﺟﺎﻓﺎ‬
‫‪8830‬ﻏﺮﺏ ﺷﺎﺭﻉ ‪95‬‬
‫ﺃﻭﻓﺮﻻﻧﺪﺑﺎﺭﻙ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪4051-66212‬‬

‫ﻳﺴﺘﺄﺟﺮﻫﺬﺍ ﺍﻟﻤﻨﺎﻓﺲ ﻭﺳﺎﺩﺓ ﻗﺎﺉﻤﺔ ﺑﺬﺍﺗﻬﺎ ﺗﺒﻠﻎ ﻣﺴﺎﺣﺘﻬﺎ ‪ 2700‬ﻗﺪﻡ ﻣﺮﺑﻊ ﻓﻲ ﻣﺮﻛﺰ ﺗﺴﻮﻕ‪.‬‬
‫ﻳﺤﺘﻮﻱﺍﻟﻤﺘﺠﺮ ﻋﻠﻰ ﻣﻤﺮﺍﺕ ﻋﻠﻰ ﻛﻼ ﺍﻟﺠﺎﻧﺒﻴﻦ ﻣﻊ ﻧﺰﻫﺔ ﺻﻐﻴﺮﺓ ﻟﻸﻋﻠﻰ‪ .‬ﺗﺄﺳﺴﺖ ﺍﻟﺸﺮﻛﺔ ﻓﻲ ﻋﺎﻡ‬
‫‪2003‬ﻭﻫﻲ ﻣﻤﻠﻮﻛﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺨﺎﺹ‪ .‬ﻳﻮﻇﻒ ﺍﻟﻤﺘﺠﺮ ‪ 9‬ﺃﻓﺮﺍﺩ ﻭﺃﺑﻠﻎ ﻋﻦ ﻋﺎﺉﺪﺍﺕ ﺳﻨﻮﻳﺔ ﺗﺒﻠﻎ‬
‫‪900000‬ﺩﻭﻻﺭ ﻓﻲ ﻋﺎﻡ ‪ .2011‬ﻳﺸﺘﻬﺮ ﻫﺬﺍ ﺍﻟﻤﺘﺠﺮ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ ﺑﺎﻟﺮﺍﺣﺔ ﻭﺳﻨﺪﻭﻳﺸﺎﺕ‬
‫ﺍﻹﻓﻄﺎﺭ ‪،‬ﻭﻻ ﻳﻨﺎﻓﺲ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﺗﺠﺮﺑﺔ ﺍﻟﺠﻠﻮﺱ ﻓﻲ ﺍﻷﻣﺎﻛﻦ ﺍﻟﻤﻐﻠﻘﺔ ﻟﻠﻤﻮﺿﻮﻉ‪.‬‬

‫ﻗﻬﻮﺓﻫﺎﺗﻲ ﺍﻟﺠﻤﻴﻠﺔ‬
‫‪4195‬ﺳﻮﻣﺮﺳﺖ ﺩ‬
‫ﻗﺮﻳﺔﺍﻟﺒﺮﺍﺭﻱ ‪ ،‬ﻛﺎﻧﺴﺎﺱ ‪/Home_Page.html 5242-66208‬‬
‫‪http://www.hattiesfinecoffee.com‬‬

‫ﺗﺄﺳﺲﻓﻲ ﻋﺎﻡ ‪ ، 2005‬ﻳﻌﻤﻞ ﻓﻲ ﻫﺎﺗﻴﺰ ‪ 17‬ﻣﻮﻇﻔﺎً ﻭﺗﺒﻠﻎ ﻋﺎﺉﺪﺍﺗﻪ ﺍﻟﺴﻨﻮﻳﺔ ‪ 1،700،000‬ﺩﻭﻻﺭ‪.‬‬

‫ﺍﻟﻤﺘﺠﺮﺃﻛﺒﺮ ﻣﻦ ﺍﻟﻤﻮﺿﻮﻉ ﻭﻳﺤﺘﻞ ﻣﺴﺎﺣﺔ ‪ 5100‬ﻗﺪﻡ ﻣﺮﺑﻊ‪ .‬ﺗﺘﺸﺎﺑﻪ ﺧﻴﺎﺭﺍﺕ ﻗﺎﺉﻤﺔ ‪ Hattie‬ﻣﻊ‬
‫ﺍﻟﻤﻮﺿﻮﻉﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻠﻰ ﺍﻟﻘﻬﻮﺓ ﻭﺍﻟﻼﺗﻴﻪ ﻭﺍﻟﻤﻌﺠﻨﺎﺕ ﻭﺳﻨﺪﻭﻳﺸﺎﺕ ﺍﻹﻓﻄﺎﺭ‬
‫ﺍﻟﺒﺴﻴﻄﺔ‪.‬ﺗﺘﻤﺘﻊ ﺍﻟﻤﻨﺸﺄﺓ ﺑﺴﻤﻌﺔ ﻃﻴﺒﺔ ﻭﻣﺘﺎﺑﻌﺔ ﺟﻴﺪﺓ‪ .‬ﻟﻼﺳﺘﺤﻮﺍﺫ ﻋﻠﻰ ﺟﺰء ﻣﻦ ﻫﺬﺍ ﺍﻟﺴﻮﻕ ‪،‬‬
‫ﺳﻴﺘﻌﻴﻦﻋﻠﻰ ﺍﻟﺸﺨﺺ ﺍﻟﻤﻌﻨﻲ ﺇﻗﻨﺎﻉ ﻫﺆﻻء ﺍﻟﻌﻤﻼء ﺑﺄﻥ ﺍﻟﺠﻮ ﺍﻷﻛﺜﺮ ﺭﺍﺣﺔ ﻭﻫﺪﻭءﺍً ﻫﻮ ﺗﺠﺮﺑﺔ ﻣﻘﻬﻰ‬
‫ﺃﻛﺜﺮﺇﻣﺘﺎﻋﺎً‪.‬‬

‫‪4.1.4‬ﻗﻄﺎﻋﺎﺕ ﺍﻟﺴﻮﻕ‬
‫ﻳﺴﺘﻬﺪﻑﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺍﻟﺸﺮﺍﺉﺢ ﺍﻟﺜﻼﺙ ﺍﻟﻌﻠﻴﺎ ﻣﻦ ﺍﻟﺴﻜﺎﻥ ﺍﻟﺘﻲ ﺗﻤﺜﻞ ‪ ٪39‬ﻣﻦ ﺍﻟﺴﻜﺎﻥ‬
‫ﻓﻲﻣﻨﻄﻘﺔ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ‪:‬‬

‫‪.‬ﺍﻟﻌﺎﺉﻼﺕﺍﻟﺸﺎﺑﺔ ﺫﺍﺕ ﻧﻤﻂ ﺍﻟﺤﻴﺎﺓ ﺍﻟﺮﺍﻗﻲ ﺍﻟﻤﺰﺩﺣﻢ‪ .‬ﻣﺘﻮﺳﻂ ﺍﻟﻌﻤﺮ ‪ .34‬ﺗﻌﻤﻞ‬ ‫•‬
‫ﻣﻌﻈﻢﺍﻷﺳﺮ ﺑﺪﺧﻠﻴﻦ‪ .‬ﻣﺘﻮﺳﻂ ﺩﺧﻞ ﺍﻷﺳﺮﺓ ﻫﻮ ‪ 100000‬ﺩﻭﻻﺭ‪ .‬ﺗﻌﻜﺲ ﻣﺸﺘﺮﻳﺎﺕ‬
‫ﺍﻟﻤﻨﺘﺠﺎﺕﺃﺳﻠﻮﺏ ﺣﻴﺎﺓ ﺍﻟﻀﻮﺍﺣﻲ ؛ ﺃﺣﺪ ﺃﻓﻀﻞ ﺍﻷﺳﻮﺍﻕ ﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﺪﻓﻊ ﺍﻟﺮﺑﺎﻋﻲ‬
‫ﻭﻣﺸﺘﺮﻳﺎﺕﺍﻟﻌﺸﺐ ‪ /‬ﺍﻟﺤﺪﺍﺉﻖ ﻭﺍﻟﻤﻼﺑﺲ ﻏﻴﺮ ﺍﻟﺮﺳﻤﻴﺔ‪ .‬ﺫﻛﻲ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻔﻨﻴﺔ‬
‫ﻧﺸﻂﻓﻲ ﺍﻟﺠﻮﻟﻒ ﻭﺍﻟﺘﻨﺲ ﻭﺍﻟﺴﺒﺎﺣﺔ ‪Boomburbs )29٪( -‬‬
‫ﺍﻟﻤﺤﺘﺮﻓﻮﻥﺍﻟﻤﻐﺎﻣﺮﻭﻥ )‪ - (٪10‬ﺷﺒﺎﺏ ‪ ،‬ﻣﺘﻌﻠﻤﻮﻥ ﺗﻌﻠﻴﻤﺎ ًﻋﺎﻟﻴﺎ ً‪ ،‬ﻣﺤﺘﺮﻓﻮﻥ‬ ‫•‬
‫ﻋﺎﻣﻠﻴﻦ‪.‬ﺃﻋﺰﺏ ﺃﻭ ﻣﺘﺰﻭﺝ ﺣﺪﻳﺜﺎً ‪ ،‬ﻣﺘﻮﺳﻂ ﺍﻟﻌﻤﺮ ‪ 32‬ﻋﺎﻣﺎً ‪ ،‬ﻣﺘﻮﺳﻂ‬

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‫ﺩﺧﻞﺍﻷﺳﺮﺓ ‪ 65000‬ﺩﻭﻻﺭ‪ .‬ﻳﻌﻜﺲ ﺃﺳﻠﻮﺏ ﺍﻟﺤﻴﺎﺓ ﺍﻟﺸﺒﺎﺏ ﻭﺍﻟﺘﻨﻘﻞ ﻭﻧﻔﻮﺫ ﺍﻟﻤﺴﺘﻬﻠﻚ‬

‫ﺍﻟﻤﺘﺰﺍﻳﺪ‪.‬ﻳﺬﻫﺐ ﺍﻟﺴﻜﺎﻥ ﺇﻟﻰ ﺣﻴﺚ ﺗﻮﺟﺪ ﺍﻟﻮﻇﺎﺉﻒ‪ .‬ﺃﺣﺐ ﺍﻟﺴﻔﺮ ﻭﻣﻤﺎﺭﺳﺔ؛ ﺗﻌﺘﻤﺪ‬
‫ﺑﺸﻜﻞﻛﺒﻴﺮ ﻋﻠﻰ ﺍﻟﻬﻮﺍﺗﻒ ﺍﻟﻤﺤﻤﻮﻟﺔ ﻭﺃﺟﻬﺰﺓ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﻭﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺒﻘﺎء ﻋﻠﻰ ﺍﺗﺼﺎﻝ‪.‬‬

‫ﻣﺴﺘﻨﻘﻌﺎﺕﻣﺰﺩﻫﺮﺓ ﻓﺎﺭﻏﺔ )‪ - (٪12‬ﻳﺘﻤﺘﻊ ﺍﻟﺴﻜﺎﻥ ﺍﻟﻤﺘﻌﻠﻤﻮﻥ ﻭﺫﻭﻱ ﺍﻟﺨﺒﺮﺓ‬ ‫•‬

‫ﺑﺎﻻﻧﺘﻘﺎﻝﻣﻦ ﺗﺮﺑﻴﺔ ﺍﻷﻃﻔﺎﻝ ﺇﻟﻰ ﺍﻟﺘﻘﺎﻋﺪ‪ .‬ﻣﺘﻮﺳﻂ ﺍﻟﻌﻤﺮ ‪ 46‬؛ ﻣﺘﻮﺳﻂ ﺩﺧﻞ‬
‫ﺍﻷﺳﺮﺓ‪ 64000‬ﺩﻭﻻﺭ‪ .‬ﻫﺬﺍ ﺍﻟﺠﺰء ﻣﻦ ﺍﻟﺴﻮﻕ ﻧﺸﻂ ﻣﺎﺩﻳﺎً ﻭﻣﺎﻟﻴﺎً‪ .‬ﺇﺑﺪﺍء ﺍﻻﻫﺘﻤﺎﻡ‬
‫ﺑﺎﻟﻤﻨﺎﺯﻝ ‪ /‬ﺍﻟﻤﺠﺘﻤﻌﺎﺕ‪.‬‬

‫)ﺍﻟﻤﺼﺪﺭ‪ :‬ﻧﻮﺭﺙ ﺳﺘﺎﺭ(‬

‫‪4.2‬ﺍﺧﺘﺒﺎﺭﺍﺕ ﺍﻟﺴﻮﻕ‬
‫ﺗﺸﻴﺮﺍﻷﺑﺤﺎﺙ ﻣﻦ ‪ Yelp‬ﻭ ‪ FourSquare‬ﻭ ‪ GooglePlaces‬ﺇﻟﻰ ﺃﻥ ﺳﻮﻕ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﺑﺤﺎﺟﺔ ﺇﻟﻰ‬
‫ﻣﻘﻬﻰﻣﺤﻠﻲ ﺟﺪﻳﺪ‪ .‬ﻛﺎﻥ ﺍﻟﺴﻜﺎﻥ ﺍﻟﻤﺤﻠﻴﻮﻥ ﻳﻄﺎﻟﺒﻮﻥ ﺑﺎﻟﻤﺘﺎﺟﺮ ﺍﻟﺨﺎﺻﺔ ﺍﻟﺤﺎﻟﻴﺔ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺨﺪﻣﺔ ﻭ ‪ /‬ﺃﻭ‬
‫ﺧﻔﺾﺍﻷﺳﻌﺎﺭ ﻟﻤﻮﺍﻛﺒﺔ ﺍﻟﺴﻼﺳﻞ ﻭﺍﻻﻣﺘﻴﺎﺯﺍﺕ ﺍﻷﻛﺒﺮ ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﺗﻮﻓﻴﺮ ﻣﻜﺎﻧﺔ ﻓﺮﻳﺪﺓ ﻟﻠﻤﺸﺎﺭﻙ ﺍﻟﻤﻨﺎﺳﺐ‪.‬‬

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‫ﺃﺛﻨﺎءﻋﻤﻠﻪ ﻟﺪﻯ ﺳﻠﺴﻠﺔ ﻣﻄﺎﻋﻢ ﻭﻃﻨﻴﺔ ‪ ،‬ﻛﺎﻥ ﺍﻟﺴﻴﺪ ﺟﻮﻧﺰ ﻳﻮﺟﻪ ﺍﻟﻌﻤﻼء ﺑﺎﺳﺘﻤﺮﺍﺭ ﺇﻟﻰ ﺍﻟﻤﻘﺎﻫﻲ ﺧﺎﺭﺝ‬
‫ﺍﻟﻤﻮﻗﻊﻷﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻳﺒﺤﺜﻮﻥ ﻋﻦ ﺍﻟﺤﻠﻮﻯ ﺍﻟﻨﻬﺎﺉﻴﺔ ﻭﻓﻨﺠﺎﻥ ﺍﻟﻘﻬﻮﺓ ﻗﺒﻞ ﺍﻻﻧﺘﻬﺎء ﻣﻦ ﺃﻣﺴﻴﺎﺗﻬﻢ‪ .‬ﻫﺬﺍ‬
‫ﻫﻮﺍﻟﺴﺒﺐ ﻓﻲ ﺃﻧﻪ ﺑﺪﺃ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﻓﻲ ﺍﻟﺒﺤﺚ ﻋﻦ ﻣﻮﻗﻊ ﻟﻤﻘﻬﻰ ﺧﺎﺹ ﺑﻪ‪.‬‬

‫‪4.3‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻗﻄﺎﻉ ﺍﻟﺴﻮﻕ ﺍﻟﻤﺴﺘﻬﺪﻓﺔ‬

‫ﻗﺎﻝﻣﻌﻈﻢ ﺍﻟﺒﺎﻟﻐﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺸﺮﺑﻮﻥ ﺍﻟﻘﻬﻮﺓ ﺇﻥ ﻋﺎﺩﺗﻬﻢ ﻣﺪﻯ ﺍﻟﺤﻴﺎﺓ ﺑﺪﺃﺕ ﺧﻼﻝ ﺳﻨﻮﺍﺕ ﺍﻟﻤﺮﺍﻫﻘﺔ‪ .‬ﻓﻲ‬
‫ﺍﻟﻮﺍﻗﻊ ‪،‬ﻗﺎﻝ ‪ ٪54‬ﺇﻧﻬﻢ ﺑﺪﺃﻭﺍ ﻓﻲ ﺷﺮﺏ ﺍﻟﻘﻬﻮﺓ ﺑﻴﻦ ‪ 13‬ﻭ ‪ 19‬ﻋﺎﻣﺎً‪ .‬ﻭﺫﻛﺮ ‪ ٪22‬ﺁﺧﺮﻭﻥ ﺃﻥ ﺭﻏﺒﺘﻬﻢ ﺍﻟﺸﺪﻳﺪﺓ‬
‫ﻓﻲﺗﻨﺎﻭﻝ ﺍﻟﻘﻬﻮﺓ ﺑﺪﺃﺕ ﺑﻴﻦ ‪ 20‬ﻭ ‪ 24‬ﻋﺎﻣﺎً‪ .‬ﻭﻫﺬﺍ ﻳﻌﻨﻲ ﺃﻥ ‪ ٪76‬ﻣﻦ ﺍﻟﺒﺎﻟﻐﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺸﺮﺑﻮﻥ ﺍﻟﻘﻬﻮﺓ ﺑﺪﺃﻭﺍ‬
‫ﻓﻲﺷﺮﺏ ﺍﻟﻘﻬﻮﺓ ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻋﻤﺮﻫﻢ ‪ 24‬ﻋﺎﻣﺎً‪ .‬ﻟﺬﻟﻚ ‪ ،‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺍﻟﻜﻢ ﺍﻟﻬﺎﺉﻞ ﻣﻦ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺍﻹﻋﻼﻥ‬
‫ﺍﻟﻤﻮﺟﻪﺇﻟﻰ ﺍﻟﻔﺉﺎﺕ ﺍﻟﻌﻤﺮﻳﺔ ﺍﻷﺻﻐﺮ ﺳﻨﺎً ‪ ،‬ﻟﻦ ﻳﻨﺴﻰ ﺃﺻﺤﺎﺏ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻷﺫﻛﻴﺎء ﺗﻠﺒﻴﺔ ﺑﻌﺾ ﻋﺮﻭﺿﻬﻢ‬
‫ﻟﺴﻮﻕﺍﻟﺒﺎﻟﻐﻴﻦ ﻭﻛﺒﺎﺭ ﺍﻟﺴﻦ‪) .‬ﺩﺭﺍﺳﺔ ﺷﺮﺏ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻮﻃﻨﻴﺔ(‪.‬‬

‫ﺳﻴﻮﻓﺮ‪ Russet Cup‬ﺗﺠﺮﺑﺔ ﻓﺮﻳﺪﺓ ﻟﻌﺸﺎﻕ ﺍﻟﻘﻬﻮﺓ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﻳﻢ ﻣﻘﻬﻰ ﻫﺎﺩﺉ ﻭﻣﺮﻳﺢ ﻭﻟﻜﻨﻪ ﻣﺘﻄﻮﺭ‬
‫ﻭﻳﻮﻓﺮﺇﺣﺴﺎﺳﺎً ﺑﺎﻟﺮﻭﻋﺔ ﻭﺍﻟﺴﻼﻡ ﻓﻲ ﻋﺎﻟﻢ ﻣﺤﻤﻮﻡ ﻭﺳﺮﻳﻊ ﺍﻟﺨﻄﻰ‪ .‬ﻓﻲ ﺣﻴﻦ ﺃﻥ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻷﺧﺮﻯ ﺗﻠﺒﻲ‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕﺍﻟﺮﺍﺣﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻴﺎﺩﺓ ﺃﻭ ﺃﻣﺎﻛﻦ ﺍﻟﻤﻮﺳﻴﻘﻰ ﺍﻟﺼﺎﺧﺒﺔ ﻓﻲ ﻭﻗﺖ ﻣﺘﺄﺧﺮ ﻣﻦ ﺍﻟﻠﻴﻞ ‪ ،‬ﻓﺈﻥ‬
‫ﻛﺄﺱﺭﻭﺳﻴﺖ ﺳﺘﺘﻤﻴﺰ ﻋﻦ ﻣﻨﺎﻓﺴﻴﻬﺎ ﺑﺄﺟﻮﺍﺉﻬﺎ ﺍﻟﻬﺎﺩﺉﺔ ﻭﺍﻟﻬﺎﺩﺉﺔ ‪ ،‬ﺣﻴﺚ ﺗﻠﺘﻘﻂ ﻣﻜﺎﻧﺎً ﻓﺮﻳﺪﺍً ﺣﻘﺎً )‬
‫ﻭﻣﻄﻠﻮﺏﺑﺸﺪﺓ( ﻓﻲ ﺍﻟﺴﻮﻕ‪.‬‬

‫ﺍﺣﺘﻴﺎﺟﺎﺕﺍﻟﺴﻮﻕ‬ ‫‪4.3.1‬‬
‫ﻳﺒﺤﺚﻋﻤﻼء ﺍﻟﻤﻘﺎﻫﻲ ‪ ،‬ﺑﻄﺒﻴﻌﺘﻬﻢ ‪ ،‬ﻋﻦ ﺷﻲء ﻣﻤﻴﺰ ‪ -‬ﻭﻟﻬﺬﺍ ﺍﻟﺴﺒﺐ ﻫﻢ ﻋﻠﻰ ﺍﺳﺘﻌﺪﺍﺩ ﻟﺪﻓﻊ‬
‫ﺍﻟﻜﺜﻴﺮﻣﻘﺎﺑﻞ ﻓﻨﺠﺎﻥ ﻣﻦ ﺍﻟﻘﻬﻮﺓ! ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻋﻤﻼء ﺍﻟﺴﻼﺳﻞ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﻜﺒﻴﺮﺓ ‪ ،‬ﻓﻲ ﺣﻴﻦ ﺃﻧﻬﻢ‬
‫ﺭﺍﺿﻮﻥﻋﻦ ﻗﻬﻮﺗﻬﻢ ﺍﻟﻴﻮﻣﻴﺔ ‪ ،‬ﺳﻴﻜﻮﻧﻮﻥ ﻣﻔﺘﻮﻧﻴﻦ ﺑﺎﻟﻌﺜﻮﺭ ﻋﻠﻰ ﻗﻬﻮﺓ ﻣﺤﻠﻴﺔ ﻣﺨﺘﻠﻔﺔ‪House) .‬‬
‫‪(SBA National Information Clearing‬‬

‫ﺍﺗﺠﺎﻫﺎﺕﺍﻟﺴﻮﻕ‬ ‫‪4.3.2‬‬
‫ﻣﻨﺘﺠﺎﺕﻓﺮﻳﺪﺓ )ﺗﺤﻤﻴﺺ ﻣﺘﺨﺼﺺ ‪ ،‬ﻣﻜﻮﻧﺎﺕ ﻣﺤﻠﻴﺔ ‪ ،‬ﺫﺍﺕ ﻃﺎﺑﻊ ﻣﺤﻠﻲ ﺃﻭ‬ ‫•‬
‫ﻣﺸﺮﻭﺑﺎﺕﻣﺴﻤﺎﺓ ‪ ،‬ﻣﺸﺮﻭﺑﺎﺕ ﻣﺨﺼﺼﺔ ﻣﻦ ﻗﺒﻞ ﺑﺎﺭﻳﺴﺘﺎ "ﺍﻟﻨﺠﻢ" ‪ ،‬ﺇﻟﺦ‪(.‬‬
‫ﺍﻷﻟﻌﺎﺏﻭﺍﻷﻟﻐﺎﺯ ﻭﻣﺜﺒﻄﺎﺕ ﺍﻟﻌﻘﻞ ﻭﻏﻴﺮﻫﺎ ﻣﻦ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﻲ ﺗﺸﺠﻊ‬ ‫•‬
‫ﺍﻟﺰﺑﺎﺉﻦﻋﻠﻰ ﻗﻬﻮﺗﻬﻢ‬
‫ﺍﺳﺘﻀﺎﻓﺔﺃﻭ ﺭﻋﺎﻳﺔ ﺍﻟﻔﻌﺎﻟﻴﺎﺕ ﺍﻟﻤﺤﻠﻴﺔ )ﺗﺮﻓﻴﻪ ‪ ،‬ﻗﺮﺍءﺍﺕ ‪ ،‬ﻧﻮﺍﺩﻱ ﺍﻟﻜﺘﺎﺏ ‪،‬‬ ‫•‬
‫ﺇﻟﺦ‪(.‬‬
‫ﺍﺳﺘﺨﺪﺍﻡﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﻤﻨﺎﻓﺴﺔ ﺑﺸﻜﻞ ﺧﻼﻕ ﻓﻲ ﺍﻟﺘﺴﻮﻳﻖ ﻣﻊ ﺍﻟﺴﻼﺳﻞ ﺍﻟﻜﺒﻴﺮﺓ‬ ‫•‬
‫‪-‬ﻳﻤﻜﻦ ﻟﺨﺪﻣﺎﺕ ﻣﺜﻞ ‪ FourSquare‬ﻭ ‪ Yelp‬ﻭ ‪ Google Places‬ﺃﻥ ﺗﺰﻳﺪ ﻣﻦ ﻇﻬﻮﺭﻫﺎ ﻓﻲ‬
‫ﺍﻟﺴﻮﻕﺍﻟﻤﺤﻠﻴﺔ‪.‬‬
‫ﺗﻘﺪﻳﻢﺧﺪﻣﺔ ﻣﺬﻫﻠﺔ ﻣﻦ ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ ‪ -‬ﻗﻀﺎء ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻮﻗﺖ ﻓﻲ ﺗﺪﺭﻳﺐ ﺍﻟﻤﻮﻇﻔﻴﻦ‬ ‫•‬
‫ﻭﺍﻻﺳﺘﻔﺎﺩﺓﻣﻦ ﺍﻟﺨﺪﻣﺎﺕ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻣﺜﻞ ‪American Coffee & Barista School‬‬
‫ﺑﻴﻊﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻘﻬﻮﺓ )ﻭﺗﻌﻘﺐ ﺃﻱ ﻓﺮﺹ ﺗﺴﻮﻳﻖ ﻣﺸﺘﺮﻙ ﻣﻊ ﻛﻠﻴﺔ ﻣﺠﺘﻤﻊ ﻣﺤﻠﻲ ﺃﻭ‬ ‫•‬
‫ﻣﺠﻤﻮﻋﺔﺃﺧﺮﻯ ﺫﺍﺕ ﺻﻠﺔ ﺑﺎﻟﻄﻼﺏ ﻓﻲ ﺍﻟﻤﻨﻄﻘﺔ(‬

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‫ﻧﻤﻮﺍﻟﺴﻮﻕ‬ ‫‪4.3.3‬‬
‫ﻋﻠﻰﺍﻟﺮﻏﻢ ﻣﻦ ﺍﻟﻤﺸﺎﻛﻞ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪ ،‬ﺗﻢ ﺗﺼﻨﻴﻒ ‪ ٪37‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﺴﺘﻬﻠﻜﺔ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ‬
‫ﺍﻟﻤﺘﺤﺪﺓﻓﻲ ﻋﺎﻡ ‪ 2011‬ﻋﻠﻰ ﺃﻧﻬﺎ "ﺟﻮﺭﻣﻴﻪ"‪ .‬ﻭﻓﻘﺎً ﻟﺪﺭﺍﺳﺔ ‪، National Coffee Drinking Study‬‬
‫ﻳﺸﻴﺮﻫﺬﺍ ﺇﻟﻰ ﺃﻥ ﺍﻟﻤﺴﺘﻬﻠﻜﻴﻦ ﻛﺎﻧﻮﺍ ﻋﺎﺯﻣﻴﻦ ﻋﻠﻰ ﺷﺮﺏ ﺍﻟﻘﻬﻮﺓ ﺍﻟﺠﻴﺪﺓ ﻭﺯﻳﺎﺭﺓ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﻤﺤﻠﻴﺔ‬
‫ﺍﻟﺨﺎﺻﺔﺑﻬﻢ ﺣﺘﻰ ﻓﻲ ﻣﻮﺍﺟﻬﺔ ﺍﻗﺘﺼﺎﺩ ﻏﻴﺮ ﻣﺆﻛﺪ‪) .‬ﺍﻟﺒﺤﺚ ﺍﻷﻭﻝ(‬

‫ﺗﻬﻴﻤﻦﻣﺒﻴﻌﺎﺕ ﺍﻟﻘﻬﻮﺓ ﻋﻠﻰ ﻣﺒﻴﻌﺎﺕ ﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﺴﺎﺧﻨﺔ ‪ ،‬ﺣﻴﺚ ﺗﺸﻜﻞ ‪ ٪83.3‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺳﻮﻕ‬
‫ﺍﻟﻤﺸﺮﻭﺑﺎﺕﺍﻟﺴﺎﺧﻨﺔ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪.‬ﻣﻦ ﺍﻟﻤﺘﻮﻗﻊ ﺃﻥ ﻳﺰﺩﺍﺩ ﺍﺳﺘﻬﻼﻙ ﺍﻟﻘﻬﻮﺓ ﺧﻼﻝ ﻋﺎﻡ ‪2015‬‬
‫ﺑﻤﺘﻮﺳﻂﻣﻌﺪﻝ ﺳﻨﻮﻱ ﻳﺒﻠﻎ ‪ ، ٪2.7‬ﺑﻴﻨﻤﺎ ﻣﻦ ﺍﻟﻤﺘﻮﻗﻊ ﺃﻥ ﻳﺰﻳﺪ ﺍﺳﺘﻬﻼﻙ ﺍﻟﺸﺎﻱ ﺧﻼﻝ ﻋﺎﻡ ‪ 2015‬ﻓﻲ‬
‫ﺑﻤﻌﺪﻝﺳﻨﻮﻱ ﻣﺘﻮﺳﻂ ﻗﺪﺭﻩ ‪ .٪3.1‬ﺗﺮﺟﻊ ﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﻹﻳﺠﺎﺑﻴﺔ ﻟﻠﻨﻤﻮ ﺍﻟﻤﺴﺘﻤﺮ ﻓﻲ ﻣﺒﻴﻌﺎﺕ ﺍﻟﻘﻬﻮﺓ ‪،‬‬
‫ﻋﻠﻰﺍﻟﺮﻏﻢ ﻣﻦ ﻣﻮﻗﻌﻬﺎ ﺍﻟﻤﻨﺘﺞ "ﺍﻟﻨﺎﺿﺞ" ﻓﻲ ﺍﻟﺴﻮﻕ ‪ ،‬ﺇﻟﻰ ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﻓﻲ ﻣﻨﺘﺠﺎﺕ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﻤﺘﺎﺯﺓ )‬
‫ﺍﻟﻜﺒﺴﻮﻻﺕ ‪،‬ﻟﺤﻈﺎﺕ ﺍﻟﺨﺪﻣﺔ ﺍﻟﻔﺮﺩﻳﺔ ‪ ،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ( )ﺍﻟﺒﺤﺚ ﺍﻷﻭﻝ(‬

‫‪4.4‬ﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﺍﻗﻊ‬
‫ﺳﻮﻑﻳﻀﻊ ‪ Russet Mug‬ﻧﻔﺴﻪ ﻛﻤﻘﻬﻰ ﻣﺤﻠﻲ ﺃﻭ ﻣﻘﻬﻰ "ﻓﻲ ﺍﻟﻀﻮﺍﺣﻲ" ﻳﻮﻓﺮ ﻣﻼﺫﺍً ﻷﻭﻟﺉﻚ‬
‫ﺍﻟﺬﻳﻦﻳﻌﻴﺸﻮﻥ ﻓﻲ "‪ "burbs‬ﺩﻭﻥ ﺍﻟﺤﺎﺟﺔ ﺇﻟﻰ ﺍﻟﻘﻴﺎﺩﺓ ﻓﻲ ﻭﺳﻂ ﺍﻟﻤﺪﻳﻨﺔ‬

‫ﻣﻦﺧﻼﻝ ﻓﺮﺽ ﺃﺳﻌﺎﺭ ﻣﻤﺎﺛﻠﺔ ﻟﻠﺴﻼﺳﻞ ﺍﻟﻜﺒﻴﺮﺓ ‪ -‬ﺳﺘﺘﻨﺎﺳﺐ ﺍﻟﺨﺪﻣﺔ ﻭﺟﻮﺩﺓ ﺍﻟﻤﻨﺘﺞ ﻣﻊ‬ ‫•‬
‫ﺍﻟﺴﻌﺮ‬
‫ﻳﻌﺘﺒﺮﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻣﻜﺎﻧﺎً ﻓﺮﻳﺪﺍً ﺣﻘﺎً ﻟﻠﺘﺠﻤﻊ ﻭﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻷﺻﺪﻗﺎء ﻭﺍﻻﺳﺘﻤﺘﺎﻉ ﺑﺎﻟﻘﻬﻮﺓ‬ ‫•‬

‫ﻭﺳﺎﺉﻞﺍﻟﺮﺍﺣﺔ ﻣﺜﻞ ‪ WIFI‬ﺍﻟﻤﺠﺎﻧﻲ ﻭﺃﻟﻌﺎﺏ ﺍﻟﺸﻄﺮﻧﺞ ﻭﺍﻟﻜﺮﺍﺳﻲ ﺍﻟﻤﺮﻳﺤﺔ ﺍﻟﻤﻠﻴﺉﺔ ﺑﺎﻟﺤﺼﻰ‬ ‫•‬
‫ﺗﺨﻠﻖﺑﻴﺉﺔ ﻣﺮﻳﺤﺔ‬
‫ﺍﻟﺴﻮﻕﻻ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﻣﻘﻬﻰ ﻳﻘﺪﻡ ﻭﺟﺒﺎﺕ ﺍﻹﻓﻄﺎﺭ ﺍﻟﺴﺮﻳﻌﺔ ﺃﻭ ﺑﺎﺭ ﺁﺧﺮ ﺑﻌﺪ ﺳﺎﻋﺎﺕ‬ ‫•‬

‫ﺳﻴﻀﻊ‪ Russet Cup‬ﻧﻔﺴﻪ ﻛﺒﺪﻳﻞ ﻟﺴﻠﺴﻠﺔ ‪ /‬ﺍﻣﺘﻴﺎﺯ ‪ /‬ﻣﻘﻬﻰ ﻟﻠﻮﺟﺒﺎﺕ ﺍﻟﺴﺮﻳﻌﺔ‪.‬‬ ‫•‬

‫‪5.0‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺍﻟﺘﻨﻔﻴﺬ‬

‫ﺳﻴﻮﻓﺮﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺑﻴﺉﺔ ﻫﺎﺩﺉﺔ ﻭﻣﺮﻳﺤﺔ ﻟﻼﺳﺘﻤﺘﺎﻉ ﺑﺎﻟﻘﻬﻮﺓ ﺍﻟﻤﺤﻤﺼﺔ ﺍﻟﺬﻭﺍﻗﺔ ﻭﺍﻟﻌﺼﺎﺉﺮ ﻭﻓﺮﺻﺔ ﻟﺰﻳﺎﺭﺓ‬
‫ﺍﻷﺻﺪﻗﺎءﺃﻭ ﻣﺘﺎﺑﻌﺔ ﺑﺮﻳﺪﻫﻢ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﺃﻭ ﻗﺮﺍءﺓ ﻓﺼﻞ ﻣﻦ ﻛﺘﺎﺏ‪ .‬ﺳﻮﻑ ﻳﻤﻸ ﺍﻟﻤﻘﻬﻰ ﺍﻟﻔﺮﺍﻍ ﺍﻟﻜﺒﻴﺮ ﻭﻳﻮﻓﺮ‬
‫ﺍﻷﺻﺎﻟﺔﻓﻲ ﺑﺤﺮ ﻣﻦ ﻣﻘﺎﻫﻲ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﻟﻔﺎﻛﺲ‪ .‬ﺳﻴﻜﻮﻥ ﺻﺎﻧﻌﻮ ﺍﻟﻘﻬﻮﺓ ﻓﻲ ﺍﻟﻤﻘﻬﻰ ﻋﻠﻰ ﺩﺭﺍﻳﺔ ﻛﺒﻴﺮﺓ ﻭﻳﻘﺪﻣﻮﻥ‬
‫ﺍﻟﻤﺴﺎﻋﺪﺓﻓﻲ ﺃﻱ ﻋﻤﻠﻴﺔ ﺷﺮﺍء ﻟﻠﻘﻬﻮﺓ ﻣﻊ ﺗﺰﻭﻳﺪ ﺍﻟﻌﻤﻼء ﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﺑﺨﺪﻣﺔ ﻣﺘﻤﻴﺰﺓ‪.‬‬

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‫‪5.1‬ﺗﺤﻠﻴﻞ ‪SWOT‬‬
‫ﻳﻔﺤﺺﺗﺤﻠﻴﻞ ‪ SWOT‬ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﻓﻲ ﺍﻟﻤﻘﻬﻰ ﺍﻟﺘﻲ ﺗﺤﺘﺎﺝ ﺇﻟﻰ ﻣﻌﺎﻟﺠﺔ‪ .‬ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ ‪،‬‬
‫ﻳﺒﺤﺚﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻓﻲ ﺍﻟﻔﺮﺹ ﺍﻟﻤﻘﺪﻣﺔ ﻟﻠﻤﻘﻬﻰ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﻟﻤﺤﺘﻤﻠﺔ‪.‬‬

‫ﻧﻘﺎﻁﺍﻟﻘﻮﺓ‬ ‫‪5.1.1‬‬
‫ﺍﺳﺘﻨﺎﺩﺍًﺇﻟﻰ ﺣﺠﻤﻪ ﺍﻷﺻﻐﺮ ‪ ،‬ﻭﺣﻘﻴﻘﺔ ﺃﻧﻪ ﻟﻴﺲ ﺍﻣﺘﻴﺎﺯﺍً ‪ ،‬ﻓﺈﻥ ‪ Russet Cup‬ﻫﻮ‬ ‫•‬
‫ﻣﻔﻬﻮﻡﻣﻘﻬﻰ ﻓﺮﻳﺪ ﻻ ﻣﺜﻴﻞ ﻟﻪ ﻓﻲ ﺳﻮﻕ ‪.Overland Park‬‬
‫ﻳﻤﺘﻠﻚﺍﻟﻤﺎﻟﻚ ﺧﺒﺮﺓ ﻣﺒﺎﺷﺮﺓ ﻓﻲ ﺗﺸﻐﻴﻞ ﻭﺑﺪء ﻣﻄﺎﻋﻢ ﺟﺪﻳﺪﺓ ‪،‬‬ ‫•‬

‫ﺳﻮﻑﻳﺠﻠﺐ ﺻﺎﻧﻊ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﺨﺘﺎﺭ ﺑﻌﻨﺎﻳﺔ ﺍﻻﺣﺘﺮﺍﻑ ﻭﺍﻟﺤﻤﺎﺱ ﺇﻟﻰ ﺍﻟﻤﺘﺠﺮ‪.‬‬ ‫•‬

‫ﻧﻘﺎﻁﺍﻟﻀﻌﻒ‬ ‫‪5.1.2‬‬
‫ﺍﻻﻣﺘﻴﺎﺯﻫﻮ ﺃﺳﻬﻞ ﻃﺮﻳﻘﺔ ﻭﻏﺎﻟﺒﺎً ﻣﺎ ﻳﻜﻮﻥ ﺃﻛﺜﺮ ﺍﻟﻘﻨﻮﺍﺕ ﺃﻣﺎﻧﺎً ﻟﺒﺪء ﻣﻘﻬﻰ ؛ ﻟﻦ ﻳﺤﻈﻰ‬ ‫•‬
‫ﺍﻟﻤﻘﻬﻰﺑﺪﻋﻢ ﺃﺣﺪ ﻫﺬﻩ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺍﻟﻘﺎﺉﻤﺔ‪.‬‬
‫ﻳﺘﻤﺘﻊﻛﺄﺱ ‪ Russet‬ﺑﻤﻴﺰﺍﻧﻴﺔ ﻣﺤﺪﻭﺩﺓ ﻭﻳﺘﻨﺎﻓﺲ ﻣﻊ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻷﻛﺒﺮ ﻭﺍﻷﻛﺜﺮ ﺭﺳﻮﺧﺎً‬ ‫•‬
‫ﻟﻠﺤﺼﻮﻝﻋﻠﻰ ﺣﺼﺔ ﻓﻲ ﺍﻟﺴﻮﻕ‪.‬‬

‫ﻓﺮﺹ‬
‫• ﺗﺪﻋﻢﺍﻟﺘﺮﻛﻴﺒﺔ ﺍﻟﺴﻜﺎﻧﻴﺔ ﻷﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ ﺍﻟﺤﺎﺟﺔ ﺇﻟﻰ ﻣﻘﻬﻰ ﻓﺮﻳﺪ ﻣﻦ ﻧﻮﻋﻪ‪.‬‬
‫• ﻓﺮﺹﺇﺿﺎﻓﻴﺔ ﻻﺳﺘﻬﺪﺍﻑ ﺍﻟﺴﻮﻕ ﺍﻟﻤﺴﺘﻬﺪﻑ ﺍﻟﻨﺸﻂ ﻭﺍﻟﻤﺘﻘﺎﻋﺪ ﺣﺪﻳﺜﺎً ﻭﺍﻟﻔﺉﺔ ﺍﻟﻌﻤﺮﻳﺔ‬
‫‪45‬ﻋﺎﻣﺎً‪.‬‬
‫• ﺍﻟﻬﺪﻑﻫﻮ ﺷﺮﻳﺤﺔ ﺻﻐﻴﺮﺓ ﻣﻦ ﻓﻄﻴﺮﺓ ﺃﻛﺒﺮ ﺑﻜﺜﻴﺮ‪ 40 .‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻘﻂ ﻣﻦ ﺷﺎﺭﺑﻲ ﺍﻟﻘﻬﻮﺓ‬
‫ﻓﻲﺍﻟﺒﻼﺩ ﻳﺴﺘﻬﻠﻜﻮﻥ ﺣﺒﻮﺏ ﺍﻟﺒﻦ ﺍﻟﻤﻄﺤﻮﻧﺔ ﻭﺍﻟﺤﺒﻮﺏ ﺍﻟﻜﺎﻣﻠﺔ ﺍﻟﻤﻤﺘﺎﺯﺓ‪ .‬ﺇﻥ ﺗﺸﺠﻴﻊ‬
‫ﺷﺎﺭﺑﻲﺍﻟﻘﻬﻮﺓ ﻋﻠﻰ ﺃﻥ ﻳﺼﺒﺤﻮﺍ ﺧﺒﺮﺍء ﻓﻲ ﺍﻟﻘﻬﻮﺓ ﻫﻮ ﻣﻔﺘﺎﺡ ﺍﻟﻨﻤﻮ ﺍﻟﻤﺴﺘﻤﺮ‪.‬‬

‫ﻳﺒﻠﻎﺳﻌﺮ ﺳﻮﻕ ﺍﻟﻤﻘﺎﻫﻲ ‪ /‬ﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﻤﺤﻠﻲ ‪ 54‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‬ ‫•‬

‫ﺍﻟﺘﻬﺪﻳﺪﺍﺕ‬ ‫‪5.1.4‬‬
‫ﻛﻮﻓﻲﺷﻮﺏ ﺫﺍ ﻣﻮﺭﻧﻴﻨﺞ ﺟﻠﻮﺭﻱ ﻣﻌﺮﻭﺽ ﺣﺎﻟﻴﺎ ﻟﻠﺒﻴﻊ‪ .‬ﻓﻲ ﺣﺎﻟﺔ ﺷﺮﺍء ﻫﺬﺍ ﺍﻟﻤﻘﻬﻰ‬ ‫•‬
‫ﺑﺸﻜﻞﻣﺴﺘﻘﻞ ﺁﺧﺮ ‪ ،‬ﻓﻘﺪ ﻳﻤﺜﻞ ﺗﻬﺪﻳﺪﺍً ﻛﺒﻴﺮﺍً ﻟﺤﺼﺔ ﺍﻟﺴﻮﻕ‪.‬‬

‫‪5.2‬ﺍﻟﻬﺮﻡ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ‬
‫• ﻋﻠﻰﺍﻟﻤﺪﻯ ﺍﻟﻘﺼﻴﺮ ‪ ،‬ﻳﺘﻢ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻌﺪﺩ ﻣﻦ ﺍﻟﻌﺮﻭﺽ ﺍﻟﺘﺮﻭﻳﺠﻴﺔ ﻭﺍﻷﻧﺸﻄﺔ ﺣﻮﻝ ﺇﻃﻼﻕ ﺍﻟﻌﻤﻞ‬
‫ﻟﺨﻠﻖﺍﻟﻮﻋﻲ‪ .‬ﺳﻴﻘﺎﻡ ﺍﻟﻤﻘﻬﻰ ﺑﻤﺴﺎﺑﻘﺔ ﺗﻘﺪﻡ ‪ 20‬ﻛﻮﺑﺎً ﺑﻼ ﻗﻌﺮ ﻭﺳﻴﻌﻠﻦ ﻋﻦ ﻫﺬﺍ ﺍﻟﺘﺮﻭﻳﺞ ﻋﺒﺮ‬
‫ﺍﻹﻋﻼﻧﺎﺕﺍﻹﺫﺍﻋﻴﺔ ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺷﺎﺷﺎﺕ ﺍﻟﻌﺮﺽ ﻭﺍﻟﻤﻠﺼﻘﺎﺕ ﻓﻲ ﺳﺎﺣﺔ ﺍﻟﺘﺴﻮﻕ‪.‬‬

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‫ﺑﺎﻹﺿﺎﻓﺔﺇﻟﻰ ﺫﻟﻚ ‪ ،‬ﺧﻼﻝ ﺍﻟﺴﻨﺔ ﺍﻷﻭﻟﻰ ﻣﻦ ﻋﻤﻠﻴﺎﺗﻪ ‪ ،‬ﺳﻴﻮﺯﻉ ﺍﻟﻤﻘﻬﻰ ﻋﺪﺩﺍً ﻣﺤﺪﻭﺩﺍً ﻣﻦ‬ ‫•‬
‫ﺍﻟﻘﺴﺎﺉﻢﻟﻜﻮﺏ ﻣﺠﺎﻧﻲ ﻣﻦ ﺍﻟﻘﻬﻮﺓ ﻟﻠﻌﻤﻼء ﺍﻟﻤﺤﺘﻤﻠﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺰﻭﺭﻭﻥ ﻣﺮﻛﺰ ﺍﻟﺘﺴﻮﻕ‪.‬‬

‫‪5.3‬ﻋﺮﺽ ﺍﻟﺒﻴﻊ ﺍﻟﻔﺮﻳﺪ )‪(USP‬‬

‫ﻳﺒﺮﺯﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺣﻘﺎً ﻣﻦ ﺑﺤﺮ ﻣﺰﺩﺣﻢ ﻣﻦ ﺳﻼﺳﻞ ﺍﻟﻘﻬﻮﺓ ﻭﺍﻻﻣﺘﻴﺎﺯﺍﺕ‪ .‬ﻣﺎ ﻳﻤﻴﺰﻫﻢ ﻋﻦ ﺍﻟﻤﻨﺎﻓﺴﺔ ﻫﻮ‬
‫ﻓﻲﺍﻷﺳﺎﺱ ﺣﺠﻤﻪ ﺍﻟﺼﻐﻴﺮ ﺍﻟﻤﺮﻳﺢ ﺟﻨﺒﺎً ﺇﻟﻰ ﺟﻨﺐ ﻣﻊ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﻤﺘﺎﺯﺓ ﺍﻟﺘﻲ ﻳﻘﺪﻣﻬﺎ ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ‬
‫ﺍﻟﻤﻄﻠﻌﻮﻥﺍﻟﺬﻳﻦ ﻳﻮﻓﺮﻭﻥ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻄﺎﻗﺔ ﻭﺍﻟﺤﻤﺎﺱ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺍﻟﺘﻲ ﻳﺒﻴﻌﻮﻧﻬﺎ‪.‬‬

‫‪5.4‬ﺍﻟﻤﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﻟﻤﻴﺰﺓﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻜﺄﺱ ﺭﻭﺳﻴﺖ ‪ ،‬ﺣﺠﻤﻬﺎ ‪ ،‬ﻫﻲ ﺃﻳﻀﺎً ﺍﻟﺴﻤﺔ ﺍﻷﻛﺒﺮ ﻟﻬﺎ‪ .‬ﻧﻈﺮﺍً ﻟﺼﻐﺮ ﺣﺠﻤﻬﺎ ‪ ،‬ﻻ ﻳﻮﺟﺪ‬
‫ﺷﺮﻳﻂﺃﺣﻤﺮ ‪ ،‬ﻭﻳﻤﻜﻨﻬﺎ ﺑﺴﻬﻮﻟﺔ ﺗﻌﺪﻳﻞ ﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ ﻟﺘﺘﻮﺍﻓﻖ ﻣﻊ ﺟﻠﺴﺔ ﻗﺮﺍءﺓ ﻛﺘﺎﺏ ﺑﻌﺪ ﺳﺎﻋﺎﺕ ﻓﻲ‬
‫ﺣﻴﻦﺃﻥ ﺳﻼﺳﻞ ﺍﻟﺸﺮﻛﺎﺕ ﻻ ﺗﻮﻓﺮ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﺘﺴﻬﻴﻼﺕ‪ .‬ﺳﻮﻑ ﻳﻠﺒﻲ ﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺭﻋﺎﺗﻪ‬
‫ﺣﻘﺎً‪.‬‬

‫‪5.5‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﺍﻗﻊ‬

‫ﺗﺴﺘﺨﺪﻡ‪ Russet Cup‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺮﻛﻴﺰ ﻓﻲ ﺍﻟﺴﻮﻕ‪ .‬ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﻬﺪﺍﻑ ﺛﻼﺙ ﺷﺮﺍﺉﺢ ﺃﺳﺎﺳﻴﺔ ﻋﻠﻰ‬
‫ﻭﺟﻪﺍﻟﺘﺤﺪﻳﺪ ‪ ،‬ﻳﻤﻜﻨﻬﻢ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻢ ﻋﻠﻰ ﻭﺟﻪ ﺍﻟﺘﺤﺪﻳﺪ‪.‬‬

‫ﻛﺒﺎﺭﺍﻟﺴﻮﻕ )‪ 45‬ﻋﺎﻣﺎً ﻓﺄﻛﺜﺮ(‬

‫ﺳﻮﻑﻳﺴﺘﻬﺪﻑ ‪ Russet Cup‬ﻫﺬﺍ ﺍﻟﺴﻮﻕ ﺑﺒﺴﺎﻃﺔ ﻣﻦ ﺧﻼﻝ ﻣﻮﻗﻌﻪ ﺍﻟﻤﺨﺘﺎﺭ ﺟﻴﺪﺍً‪ .‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻫﺬﻩ‬
‫ﺍﻟﻤﺠﻤﻮﻋﺔﺍﻟﺪﻳﻤﻮﻏﺮﺍﻓﻴﺔ ﻳﻤﻜﻨﻬﺎ ﺍﻟﻘﻴﺎﺩﺓ ﺑﺴﻬﻮﻟﺔ ﻓﻲ ﻭﺳﻂ ﺍﻟﻤﺪﻳﻨﺔ ‪ ،‬ﺇﻻ ﺃﻧﻬﻢ ﻳﻔﻀﻠﻮﻥ ﻣﻘﻬﻰ ﻣﺤﻠﻲ‬
‫ﻟﻼﺳﺘﺮﺧﺎءﻭﺍﻻﺳﺘﺮﺧﺎء ﻭﻳﺼﺒﺤﻮﻥ ﺗﺎﺭﻳﺨﻴﺎً ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﺮﻋﺎﺓ ﻭﻻء‪ً.‬‬

‫ﺍﻟﻤﻮﻇﻔﻮﻥﺍﻟﻤﻌﻴﻨﻮﻥ ﺣﺪﻳﺜ ًﺎ‬

‫ﺳﻴﺠﺘﺬﺏﺍﻟﻤﻘﻬﻰ ﻋﻤﻼء ﻣﻨﺘﻈﻤﻴﻦ )ﺃﺳﺒﻮﻋﻴﺎً ﺃﻭ ﺃﻛﺜﺮ( ‪ -‬ﻻ ﺳﻴﻤﺎ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺠﺪﺩ )ﺍﻟﻮﻇﻴﻔﺔ ﺍﻷﻭﻟﻰ( ﻣﻦ‬
‫ﺧﻼﻝﺗﻮﻓﻴﺮ ﺧﺪﻣﺎﺕ ‪ WIFI‬ﺍﻟﻤﺠﺎﻧﻴﺔ ﻭﺗﻮﻓﻴﺮ ﺃﻟﻌﺎﺏ ﻣﺜﻴﺮﺓ ﻟﻼﻫﺘﻤﺎﻡ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﻌﻤﻼء‪.‬‬

‫ﻋﺎﺉﻼﺕﺷﺎﺑﺔ‬
‫ﺍﻷﺳﻮﺍﻕﺍﻟﻤﺴﺘﻬﺪﻓﺔ ﺍﻟﺜﺎﻟﺜﺔ ‪ ،‬ﺍﻟﻌﺎﺉﻼﺕ ﺍﻷﺻﻐﺮ ﺳﻨﺎً ‪ ،‬ﻏﺎﻟﺒﺎً ﻣﺎ ﺗﺠﺪ ﺃﻥ ﺍﻟﻤﻘﺎﻫﻲ ﻟﻴﺴﺖ ﺻﺪﻳﻘﺔ‬
‫ﻟﻸﻃﻔﺎﻝ‪.‬ﻟﺪﻯ ﺍﻟﺸﺮﻛﺔ ﺧﻄﻂ ﻃﻮﻳﻠﺔ ﺍﻷﺟﻞ ﻹﻧﺸﺎء ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻤﻘﺎﻫﻲ ‪ /‬ﻣﻨﻄﻘﺔ ﺍﻟﻠﻌﺐ ﺑﺤﻴﺚ ﻳﻜﻮﻥ‬
‫ﻟﻠﻮﺍﻟﺪﻳﻦﻭﻣﻘﺪﻣﻲ ﺍﻟﺮﻋﺎﻳﺔ ﻣﻜﺎﻥ ﻟﻠﻘﺎء ﺍﻟﺒﺎﻟﻐﻴﻦ ﺍﻵﺧﺮﻳﻦ ﺑﻴﻨﻤﺎ ﻳﻤﻜﻦ ﻟﻸﻃﻔﺎﻝ ﺍﻻﺳﺘﻤﺘﺎﻉ ﺑﺎﻟﻤﻨﺎﺯﻝ ﺍﻟﻤﺮﺗﺪﺓ‬
‫ﻭﺍﻟﻤﻨﺰﻟﻘﺎﺕﻭﻣﻌﺪﺍﺕ ﺍﻟﻤﻼﻋﺐ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬

‫‪5.5.1‬ﺑﻴﺎﻥ ﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﻗﻊ‬

‫ﻛﺄﺱﺭﻭﺳﻴﺖ ﻫﻮ ﺟﻮﻫﺮﺓ ﻟﻤﺤﺒﻲ ﺍﻟﻘﻬﻮﺓ ﺍﻟﺬﻭﺍﻗﺔ‪ .‬ﺇﻧﻪ ﺣﻘﺎً ﺃﺣﺪ ﺍﻟﻤﻘﺎﻫﻲ ﺍﻟﻠﻄﻴﻔﺔ ﺍﻟﺘﻲ ﺗﻘﺪﻡ ﺃﻧﻮﺍﻋ ًﺎ‬
‫ﺭﺍﺉﻌﺔﻣﻦ ﺍﻟﻘﻬﻮﺓ ﻭﺍﻟﺨﻠﻄﺎﺕ ‪ ،‬ﻳﻘﺪﻣﻬﺎ ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ ﺍﻟﻤﺘﺤﻤﺴﻮﻥ ﻭﺍﻟﻤﻄﻠﻌﻴﻦ ‪ ،‬ﻓﻲ ﺑﻴﺉﺔ‬
‫ﺩﺍﻓﺉﺔﻭﻣﺮﻳﺤﺔ‪ .‬ﺇﻧﻪ ﺍﻟﻤﻜﺎﻥ ﺍﻟﻤﻨﺎﺳﺐ ﻟﻠﺬﻫﺎﺏ ﻟﻠﺰﻳﺎﺭﺓ ﻣﻊ ﺍﻷﺻﺪﻗﺎء ﺃﻭ ﺍﻻﺳﺘﺮﺧﺎء ﻓﻲ ﺯﺍﻭﻳﺔ‬
‫ﻫﺎﺩﺉﺔﻣﻊ ﻛﺘﺎﺏ ﺟﻴﺪ ﺇﻣﺎ ﻣﻦ ﺍﻟﻤﻜﺘﺒﺔ ﺃﻭ ﻣﻦ ﺃﺣﺪ ﺍﻟﻜﺘﺐ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﻤﺴﺘﻔﻴﺪ‪.‬‬

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‫‪5.5.2‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻌﻴﺮ‬
‫ﺗﺴﺘﺨﺪﻡﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ ﺍﻷﺳﻌﺎﺭ ﺍﻟﻘﺎﺉﻤﺔ ﻋﻠﻰ ﺍﻟﻤﻨﺎﻓﺴﺔ‪ .‬ﻻ ﻳﺴﺘﺨﺪﻡ ﺍﻟﻤﻘﻬﻰ‬
‫ﺍﻟﻜﻮﺑﻮﻧﺎﺕﻭﺍﻟﺨﺼﻮﻣﺎﺕ )ﺑﺨﻼﻑ ﺍﻟﻌﺮﺽ ﺍﻟﺘﺮﻭﻳﺠﻲ ﺍﻻﻓﺘﺘﺎﺣﻲ( ﻷﻧﻬﻢ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻥ ﺩﻳﻤﻮﻏﺮﺍﻓﻴﺔ‬
‫ﺍﻟﻌﻤﻼءﺍﻷﻛﺜﺮ ﻗﻴﻤﺔ ﻳﻮﻣﻴﺎًﻗﻬﻮﺓﻻ ﻳﺘﺄﺛﺮ ﺍﻟﻤﺴﺘﻬﻠﻜﻮﻥ ﺑﺒﺮﺍﻣﺞ ﺍﻟﺨﺼﻢ ﺃﻭ ﺍﻟﻘﺴﺎﺉﻢ‪.‬‬

‫‪5.5.3‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻭﻳﺞ ﻭﺍﻹﻋﻼﻥ‬

‫• ﺍﻋﻼﻧﺎﺕﺍﻻﻧﺘﺮﻧﺖ ‪-‬ﺳﻴﺘﻢ ﺍﻹﻋﻼﻥ ﻋﻦ ﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺑﺎﻧﺘﻈﺎﻡ ﻋﻠﻰ ﻣﻮﺍﻗﻊ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ‬
‫ﺍﻟﺸﻬﻴﺮﺓ ‪،‬ﻣﺜﻞ ‪ .Facebook‬ﺑﺎﻟﻤﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻹﻋﻼﻧﺎﺕ ﺍﻟﻤﻄﺒﻮﻋﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻳﻌﺪ ﻫﺬﺍ ﺗﻜﺘﻴﻜﺎً ﻓﻌﺎﻻً ﻣﻦ‬
‫ﺣﻴﺚﺍﻟﺘﻜﻠﻔﺔ ﺳﻴﺴﻤﺢ ﻟﻬﻢ ﺑﺎﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻌﻤﻼء ﺍﻟﻤﺤﺘﻤﻠﻴﻦ ﺑﻄﺮﻳﻘﺔ ﻣﺴﺘﻬﺪﻓﺔ ﻟﻠﻐﺎﻳﺔ )ﻋﻠﻰ ﺳﺒﻴﻞ‬
‫ﺍﻟﻤﺜﺎﻝ ‪،‬ﺑﻨﺎء ًﻋﻠﻰ ﻣﻌﺎﻳﻴﺮ ﻣﺜﻞ ﺍﻟﻌﻤﺮ ﻭﺍﻟﺠﻨﺲ ﻭﺍﻟﺠﻐﺮﺍﻓﻴﺎ ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ(‪.‬‬
‫• ﻣﻮﻗﻊﺇﻟﻜﺘﺮﻭﻧﻲ ‪-‬ﺳﻮﻑ ﻳﻘﻮﻡ ‪ Russet Cup‬ﺑﺘﻄﻮﻳﺮ ﻣﻮﻗﻊ ﻭﻳﺐ ﺑﺴﻴﻂ ‪ ،‬ﻭﺍﻟﺬﻱ ﺳﻴﻮﻓﺮ‬
‫ﻣﻌﻠﻮﻣﺎﺕﺃﺳﺎﺳﻴﺔ ﺣﻮﻝ ﺍﻷﻋﻤﺎﻝ ‪ ،‬ﻭﺍﻟﻘﺎﺉﻤﺔ ‪ ،‬ﻭﺍﻟﺮﻭﺍﺑﻂ ﺇﻟﻰ ﻭﺟﻮﺩﻫﻢ ﻋﻠﻰ ﻗﻨﻮﺍﺕ ﺍﻟﺘﻮﺍﺻﻞ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻲﺍﻟﻤﺬﻛﻮﺭﺓ ﺃﻋﻼﻩ‪.‬‬
‫• ﺇﻋﻼﻧﺎﺕﺇﺫﺍﻋﻴﺔ ‪-‬ﺧﻼﻝ ﺍﻷﺷﻬﺮ ﺍﻟﺴﺘﺔ ﺍﻷﻭﻟﻰ ﻣﻦ ﺍﻟﺘﺸﻐﻴﻞ ‪ ،‬ﻭﺃﺛﻨﺎء ﻣﻮﺳﻢ ﺍﻟﺘﺴﻮﻕ ﺍﻟﻤﺰﺩﺣﻢ‬
‫ﺑﺎﻟﻌﻄﻼﺕ ‪،‬ﺳﺘﻌﻠﻦ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﻣﺤﻄﺎﺕ ﺍﻟﺮﺍﺩﻳﻮ ﺍﻟﻤﺤﻠﻴﺔ‪.‬‬
‫‪:‬‬
‫‪5.5.4‬ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ‬
‫ﺳﻴﻜﻮﻥﻟﻜﺄﺱ ﺭﻭﺳﻴﺖ ﻣﻮﻗﻊ ﻭﻳﺐ ﺑﺴﻴﻂ ﻳﺤﺪﺩ ﻋﻨﺎﺻﺮ ﺍﻟﻘﺎﺉﻤﺔ ﺍﻟﺨﺎﺻﺔ ﺑﻪ ﻣﻦ ﺍﻟﻘﻬﻮﺓ ﺍﻟﺬﻭﺍﻗﺔ‬
‫ﻭﺍﻟﻌﺼﺎﺉﺮﻭﺍﻟﻤﻌﺠﻨﺎﺕ ‪ ،‬ﺇﻟﻰ ﺟﺎﻧﺐ ﺍﻟﻌﻨﻮﺍﻥ ﻭﺍﻟﺨﺮﻳﻄﺔ ﻭﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ‪ .‬ﺳﻴﺤﺘﻮﻱ ﺍﻟﻤﻮﻗﻊ ﺃﻳﻀﺎً‬
‫ﻋﻠﻰﺗﻘﻮﻳﻢ ﻷﻱ ﺃﺣﺪﺍﺙ ﻗﺎﺩﻣﺔ ﺃﻭ ﺭﻋﺎﻳﺔ‪.‬‬
‫ﺳﻴﺤﺘﻮﻱﺍﻟﻤﻮﻗﻊ ﺃﻳﻀﺎً ﻋﻠﻰ ﺭﻭﺍﺑﻂ ﻟﻤﻮﺍﻗﻊ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ ﺍﻟﺨﺎﺻﺔ ﺑﻬﻢ ‪ -‬ﻣﺜﻞ ‪ Facebook‬ﻭ ‪ Twitter‬ﻭ‬
‫‪.Pinterest‬‬

‫‪5.5.5‬ﺑﺮﺍﻣﺞ ﺍﻟﺘﺴﻮﻳﻖ‬
‫ﺳﻴﻌﺘﻤﺪﺍﻟﻤﻘﻬﻰ ﺃﻳﻀﺎً ﻋﻠﻰ ﺍﻟﻼﻓﺘﺎﺕ ﻭﻳﺮﺳﻢ ﺇﻟﻰ ﻣﻮﻗﻌﻪ‪ .‬ﺗﻘﺪﻡ ‪Price Chopper 10000‬‬
‫ﻣﺘﺴﻮﻕﺃﺳﺒﻮﻋﻴﺎً ﺇﻟﻰ ﻣﻮﻗﻌﻬﺎ‪.‬‬

‫‪5.6‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻤﺒﻴﻌﺎﺕ‬
‫ﺳﻴﺴﺘﺨﺪﻡ‪ Russet Cup‬ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺘﺎﻟﻴﺔ ﻟﺰﻳﺎﺩﺓ ﺇﻳﺮﺍﺩﺍﺕ ﺍﻟﻤﺒﻴﻌﺎﺕ )ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﻤﻮﺻﻰ‬
‫ﺑﻪﻣﻦ ﻗﺒﻞ ‪:(Andrew Hetzel on Better Coffee، Better Business‬‬
‫• ﺳﺘﺮﻛﺰﺍﻟﻘﺎﺉﻤﺔ ﻋﻠﻰ ﺃﻛﺜﺮ ﺍﻟﻤﻨﺘﺠﺎﺕ ﺍﻟﻤﺒﺎﻋﺔ ﺭﺑﺤﻴﺔ‪ .‬ﺳﻴﺠﺬﺏ ﺍﻟﻤﻘﻬﻰ ﺩﺍﺉﻤﺎً ﺍﻧﺘﺒﺎﻩ ﺍﻟﻌﻤﻼء ﺇﻟﻰ‬
‫ﺍﻟﻤﻨﺘﺠﺎﺕﺍﻷﻛﺜﺮ ﺭﺑﺤﻴﺔ‪.‬‬
‫• ﻛﻤﺎﻫﻮ ﻣﻀﻤﻮﻥ ‪ ،‬ﺳﻴﺮﻓﻊ ﺍﻟﻤﻘﻬﻰ ﺍﻷﺳﻌﺎﺭ ﻟﺘﻌﺰﻳﺰ ﺻﻮﺭﺓ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ .‬ﺗﻨﻘﻞ ﺍﻷﺳﻌﺎﺭ ﺍﻟﻘﻴﻤﺔ‬
‫ﺍﻟﻤﺘﺼﻮﺭﺓﻟﻠﻤﻨﺘﺞ ؛ ﻟﺬﻟﻚ ﺇﺫﺍ ﺗﻢ ﺿﺒﻄﻪ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻣﻨﺨﻔﺾ ﻟﻠﻐﺎﻳﺔ ‪ ،‬ﻓﻘﺪ ﻳﻔﺘﺮﺽ ﺍﻟﻌﻤﻼء ﺃﻥ‬
‫ﺍﻟﻤﺸﺮﻭﺑﺎﺕﺃﻗﻞ ﺟﻮﺩﺓ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻤﻨﺎﻓﺴﺔ‪.‬‬
‫• ﻣﺮﺍﻗﺒﺔﻣﺨﺰﻭﻥ ﺍﻟﻨﻜﻬﺎﺕ ‪ -‬ﻳﺮﺑﻂ ﻣﺨﺰﻭﻥ ﺍﻟﻨﻜﻬﺎﺕ ﺍﻟﺰﺍﺉﺪ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﻭﻣﺴﺎﺣﺔ ﺍﻟﻐﺮﻓﺔ ﺍﻟﺨﻠﻔﻴﺔ‬
‫ﺍﻟﻘﻴﻤﺔﻟﻠﺘﺨﺰﻳﻦ‪ .‬ﺳﻴﺴﺘﺨﺪﻡ ﺍﻟﻤﻘﻬﻰ ‪ 6-4‬ﺃﻧﻮﺍﻉ ﻣﺨﺘﻠﻔﺔ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻌﺮﻭﺽ ﺍﻟﺨﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺴﻜﺮ‪.‬‬

‫ﺍﻟﺘﺤﻜﻢﻓﻲ ﺍﻟﻨﻔﺎﻳﺎﺕ ﻭﺍﻟﺴﺮﻗﺔ ‪ -‬ﺗﺪﻗﻴﻖ ﺗﻘﺎﺭﻳﺮ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻭﺍﻟﻤﺨﺰﻭﻥ ﻟﺘﻘﻴﻴﻢ ﻧﻔﺎﻳﺎﺕ ﺍﻟﻤﻜﻮﻧﺎﺕ‬ ‫•‬
‫ﺑﺴﺒﺐﺍﻟﺘﺤﻀﻴﺮ ﻏﻴﺮ ﺍﻟﻔﻌﺎﻝ ﻭﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﺍﻟﻤﺮﺗﺠﻌﺔ ﻭﺍﺳﺘﻬﻼﻙ ﺍﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﺗﻬﺪﺭ‬
‫ﻣﻮﺍﻗﻊﺍﻟﺒﻴﻊ ﺑﺎﻟﺘﺠﺰﺉﺔ ﺑﺴﻬﻮﻟﺔ ‪ ٪20‬ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﻣﺒﻴﻌﺎﺗﻬﺎ ﺍﻟﻴﻮﻣﻴﺔ ﻫﺬﻩ ﺍﻟﻔﺉﺎﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ‬
‫ﺍﻟﺜﻼﺙ ‪،‬ﻭﻫﻲ ﺧﺴﺎﺭﺓ ﻛﺒﻴﺮﺓ ﻭﻏﻴﺮ ﺿﺮﻭﺭﻳﺔ‪.‬‬
‫ﻣﺮﺍﻗﺒﺔﻭﺗﻘﻴﻴﻢ ﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ‬ ‫•‬

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‫ﺇﺩﺍﺭﺓﻣﺴﺎﺑﻘﺎﺕ ﻣﺒﻴﻌﺎﺕ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ -‬ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓﺍﻝ ﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻭﻟﺪﻳﻬﻢ ﻗﺪﺭ ﻛﺒﻴﺮ ﻣﻦ‬ ‫•‬
‫ﺍﻟﺘﺄﺛﻴﺮﻋﻠﻰ ﻋﻤﻠﻴﺔ ﻃﻠﺐ ﺍﻟﻌﻤﻼء‪ .‬ﺳﻴﻜﻮﻥ ﻟﺪﻯ ﺟﻤﻴﻊ ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ ﺷﻜﻼ ًﻣﻦ ﺃﺷﻜﺎﻝ ﺍﻟﺘﺪﺭﻳﺐ‬
‫ﻋﻠﻰﺍﻟﻤﺒﻴﻌﺎﺕ ﻭﺧﺪﻣﺔ ﺍﻟﻌﻤﻼء ﻟﺠﻌﻞ ﻛﻞ ﻣﻌﺎﻣﻠﺔ ﻧﺸﻄﺔ ‪ ،‬ﺑﺪﻻ ًﻣﻦ ﻛﻮﻧﻬﺎ ﺳﻠﺒﻴﺔ‪ .‬ﺳﺘﺮﻛﺰ ﻣﺴﺎﺑﻘﺎﺕ‬
‫ﺍﻟﻤﺒﻴﻌﺎﺕﻋﻠﻰ ﻋﻨﺎﺻﺮ ﺍﻟﻬﺎﻣﺶ ﺍﻟﻤﺮﺗﻔﻊ ﺃﻭ ﺍﻟﺒﻴﻊ ﺍﻟﻌﺎﺑﺮ‬

‫‪5.6.1‬ﺗﻮﻗﻌﺎﺕ ﺍﻟﻤﺒﻴﻌﺎﺕ‬
‫ﺗﻔﺘﺮﺽﺗﻮﻗﻌﺎﺕ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺯﻳﺎﺩﺓ ﻣﺘﺤﻔﻈﺔ ﺑﻨﺴﺒﺔ ‪ ٪5‬ﻓﻲ ﺍﻹﻳﺮﺍﺩﺍﺕ ﺧﻼﻝ ﺍﻟﻌﺎﻡ ﺍﻟﺜﺎﻧﻲ ﻭ ‪٪10‬‬
‫ﺯﻳﺎﺩﺓﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﺜﺎﻟﺚ‪ .‬ﻳﻮﺿﺢ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ﺍﻟﺘﺎﻟﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺍﻟﻤﻘﺪﺭﺓ ﻋﻠﻰ ﻣﺪﻯ ﺍﻟﺴﻨﻮﺍﺕ‬
‫ﺍﻟﺜﻼﺙﺍﻟﻤﻘﺒﻠﺔ‪.‬‬

‫ﺗﻮﻗﻌﺎﺕﺍﻟﻤﺒﻴﻌﺎﺕ ﺍﻟﺴﻨﻮﻳﺔ‬ ‫ﺍﻟﺠﺪﻭﻝ‪5.6.1‬‬

‫‪5.6.2‬ﺑﺮﺍﻣﺞ ﺍﻟﻤﺒﻴﻌﺎﺕ‬
‫ﻛﺄﺱﺭﻭﺳﻴﺖ ﺳﺘﺪﻳﺮ ﻣﺴﺎﺑﻘﺎﺕ ﻣﺒﻴﻌﺎﺕ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ -‬ﺍﻟﺒﺎﺭﻳﺴﺘﺎﻧﻜﻮﻥ ﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻭﻟﻬﺎ ﺗﺄﺛﻴﺮ‬
‫ﻛﺒﻴﺮﻋﻠﻰ ﻋﻤﻠﻴﺔ ﻃﻠﺐ ﺍﻟﻌﻤﻼء‪ .‬ﺳﻴﻄُﻠﺐ ﻣﻦ ﺟﻤﻴﻊ ﺧﺒﺮﺍء ﺻﻨﺎﻋﺔ ﺍﻟﻘﻬﻮﺓ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺗﺪﺭﻳﺐ ﻋﻠﻰ‬
‫ﺍﻟﻤﺒﻴﻌﺎﺕﻭﺧﺪﻣﺔ ﺍﻟﻌﻤﻼء ﻹﺟﺮﺍء ﻛﻞ ﻣﻌﺎﻣﻠﺔ‪ .‬ﺳﺘﺮﻛﺰ ﻣﺴﺎﺑﻘﺎﺕ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻋﻠﻰ ﺍﻟﺒﻨﻮﺩ ﺫﺍﺕ ﺍﻟﻬﺎﻣﺶ‬
‫ﺍﻟﻤﺮﺗﻔﻊﻭﺍﻟﺒﻴﻊ ﺍﻟﻌﺎﺑﺮ‪.‬‬

‫‪5.7‬ﻗﺎﻧﻮﻧﻲ‬
‫ﻳﺘﻢﺗﻨﻈﻴﻢ ﻛﺄﺱ ‪ Russet‬ﻋﻠﻰ ﺷﻜﻞ ﺷﺮﻛﺔ ‪ S-Corporation‬ﺗﻢ ﺗﺸﻜﻴﻠﻬﺎ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﻧﺴﺎﺱ‪.‬‬

‫‪5.8‬ﻣﻌﺎﻟﻢ‬
‫ﺍﻟﻤﺪﺭﺟﺔﺃﺩﻧﺎﻩ ﻫﻲ ﻣﻌﺎﻟﻢ ﻛﺄﺱ ﺭﻭﺳﻴﺖ‪:‬‬

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‫ﻣﻌﺎﻟﻢ‬ ‫‪5.9‬ﺍﻟﺠﺪﻭﻝ ‪5.8‬‬

‫ﺗﺎﺭﻳﺦ‬ ‫ﻣﻨﻌﻄﻒ‬
‫ﻣﻜﺘﻤﻞ‬ ‫ﺗﺄﻣﻴﻦﺇﺷﻐﺎﻝ ﻣﻮﻗﻊ ﺃﻭﻓﺮﻻﻧﺪ ﺑﺎﺭﻙ‬
‫‪20‬ﻣﺎﺭﺱ‬ ‫ﺗﺤﺴﻴﻨﺎﺕﺍﻟﻤﺴﺘﺄﺟﺮ ﻭﺑﻨﺎء ﺍﻟﺮﺍﻓﻀﺔ‬
‫ﺃﺑﺮﻳﻞ‪20XX‬‬ ‫ﺷﺮﺍءﺍﻷﺛﺎﺙ ﻭﺍﻟﺪﻳﻜﻮﺭ‬
‫ﻣﺎﻳﻮ‪20XX‬‬ ‫ﺗﺠﻤﻴﻊﻭﺗﻮﻇﻴﻒ ﻓﺮﻳﻖ ﺑﺎﺭﻳﺴﺘﺎ‬
‫ﻣﺎﻳﻮ‪20XX‬‬ ‫ﺃﻋﻠﻦﻋﻠﻰ ﻣﺤﻄﺎﺕ ﺍﻹﺫﺍﻋﺔ ﺍﻟﻤﺤﻠﻴﺔ ‪ /‬ﺍﻟﻨﺸﺮﺍﺕ ﺍﻟﺒﺮﻳﺪﻳﺔ‬
‫‪20‬ﻳﻮﻧﻴﻮ‬ ‫ﻣﻔﺘﻮﺡﻟﻠﻌﻤﻞ‬

‫‪5.10‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺨﺮﻭﺝ‬
‫ﻓﻲﺣﺎﻟﺔ ﺍﺿﻄﺮ ﺍﻟﻤﺘﺠﺮ ﺇﻟﻰ ﺇﻏﻼﻕ ﺍﻟﻌﻤﻞ ‪ ،‬ﺳﻴﺘﻢ ﺑﻴﻊ ﺟﻤﻴﻊ ﺍﻷﺻﻮﻝ ﻓﻲ ﺍﻟﻤﺰﺍﺩ‪.‬‬

‫‪6.0‬ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻹﺩﺍﺭﺓ‬

‫‪6.1‬ﺍﻟﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﺗﻢﺗﺸﻜﻴﻞ ‪ Russet Cup‬ﻛﺸﺮﻛﺔ ‪ S‬ﻣﻤﻠﻮﻛﺔ ﺑﺎﻟﻜﺎﻣﻞ ﻷﻭﻳﻦ ﺟﻮﻧﺰ‪.‬‬

‫‪6.2‬ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ‬
‫ﺳﻮﻑﻳﻤﺘﻠﻚ ﺃﻭﻳﻦ ﺟﻮﻧﺰ ﻛﺄﺱ ﺭﻭﺳﻴﺖ ﺑﻨﺴﺒﺔ ‪ .٪100‬ﺍﻟﺴﻴﺪ ﺟﻮﻧﺰ ﺧﺮﻳﺞ ﺟﺎﻣﻌﺔ ﻭﻻﻳﺔ ﻛﺎﻧﺴﺎﺱ ‪،‬‬
‫ﺣﺎﺻﻞﻋﻠﻰ ﺩﺭﺟﺔ ﺍﻟﺒﻜﺎﻟﻮﺭﻳﻮﺱ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‪ .‬ﺃﺛﻨﺎء ﺍﻟﻤﺪﺭﺳﺔ ﺍﻟﺜﺎﻧﻮﻳﺔ ‪ ،‬ﻋﻤﻞ ﻛﻨﺎﺩﻝ ﻓﻲ ﻣﻘﻬﻰ ﺃﺣﺪ‬
‫ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕﺍﻟﻤﺤﻠﻴﺔ ﺍﻟﺬﻱ ﺍﺷﺘﺮﻯ ﺣﺒﻮﺑﻪ ﻣﻦ ﻣﺤﻤﺼﺔ ﻣﺤﻠﻴﺔ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﻛﻮﻧﻪ ﺷﺨﺼﺎً ﺷﻐﻮﻓﺎً‬
‫ﺑﺸﺮﺏﺍﻟﻘﻬﻮﺓ ‪ ،‬ﺳﻤﺤﺖ ﻟﻪ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﺑﺎﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ‪ .‬ﻓﻲ ﺍﻟﻜﻠﻴﺔ ‪،‬‬
‫ﻋﻤﻞﺟﻮﻧﺰ ﻓﻲ ﻣﻘﻬﻰ ﺑﺎﻟﺤﺮﻡ ﺍﻟﺠﺎﻣﻌﻲ ﻟﻤﺪﺓ ﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ ‪ ،‬ﻭﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﺍﺭﺗﻘﻰ ﺇﻟﻰ ﻣﻨﺼﺐ ﻣﺴﺎﻋﺪ‬
‫ﺍﻟﻤﺪﻳﺮ‪.‬ﺑﻌﺪ ﺍﻟﺘﺨﺮﺝ ‪ ،‬ﺣﺼﻞ ﺟﻮﻧﺰ ﻋﻠﻰ ﻣﻨﺼﺐ ﻟﺘﻄﻮﻳﺮ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻟﺴﻠﺴﻠﺔ ﺍﻟﻤﻄﺎﻋﻢ ﺍﻹﻗﻠﻴﻤﻴﺔ ‪،‬‬
‫ﻭﺍﻟﺘﻲﻭﻓﺮﺕ ﺗﻌﺮﺿﺎً ﺇﺿﺎﻓﻴﺎً ﻣﺒﺎﺷﺮﺍً ﻟﺼﻨﺎﻋﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﻤﺸﺮﻭﺑﺎﺕ ‪ -‬ﻻ ﺳﻴﻤﺎ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﻤﺘﺒﻌﺔ ﻓﻲ‬
‫ﺇﻧﺸﺎءﻣﻮﺍﻗﻊ ﺟﺪﻳﺪﺓ‪.‬‬

‫‪6.3‬ﺛﻐﺮﺍﺕ ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ‬

‫ﺳﻴﻌﺘﻤﺪﻛﺄﺱ ﺭﻭﺳﻴﺖ ﻋﻠﻰ ﻧﻈﺎﻡ ﻧﻘﺎﻁ ﺍﻟﺒﻴﻊ )‪ (POS‬ﺍﻟﺨﺎﺹ ﺑﻪ ﻹﻧﺸﺎء ﺗﻘﺎﺭﻳﺮ ﻳﻮﻣﻴﺔ ﻋﻦ ﺍﻷﻧﺸﻄﺔ‬
‫ﺍﻟﻤﺤﺎﺳﺒﻴﺔﻭﺍﻟﺘﻜﻠﻔﺔ‪ .‬ﺳﻴﻘﻮﻡ ﺍﻟﺴﻴﺪ ﺟﻮﻧﺰ ﺑﺘﻮﺭﻳﺪﻫﺎ ﺇﻟﻰ ﻛﺎﺗﺐ ﺣﺴﺎﺑﺎﺕ ﺧﺎﺭﺟﻲ ﻹﻋﺪﺍﺩ ﺿﺮﺍﺉﺐ‬
‫ﺍﻟﺪﺧﻞﺍﻟﺴﻨﻮﻳﺔ‪.‬‬

‫‪6.4‬ﺧﻄﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻓﻲﺍﻟﺒﺪﺍﻳﺔ ﺳﻴﻮﻇﻒ ﺍﻟﻤﻘﻬﻰ ﻣﺪﻳﺮﺍً ﻭﺍﺣﺪﺍً ﻭ ‪ 5‬ﺑﺎﺭﻳﺴﺘﺎ ﻭﺧﺎﺩﻣﻴﻦ ﺑﺪﻭﺍﻡ ﺟﺰﺉﻲ‪ .‬ﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﺜﺎﻧﻲ ‪ ،‬ﻳﺨﻄﻂ‬
‫ﺍﻟﻤﻘﻬﻰﻟﺘﻮﻇﻴﻒ ﺑﺎﺭﻳﺴﺘﺎ ﺇﺿﺎﻓﻲ ﺑﺪﻭﺍﻡ ﻛﺎﻣﻞ‪.‬‬

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‫ﺧﻄﺔﺍﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﺍﻟﺠﺪﻭﻝ‪6.4‬‬

‫‪6.5‬ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ ﻏﻴﺮ‬

‫ﻣﺘﻮﻓﺮ‬

‫‪7.0‬ﺍﻟﺨﻄﺔ ﺍﻟﻤﺎﻟﻴﺔ‬
‫ﺳﺘﻐﻄﻲﺍﻟﺨﻄﺔ ﺍﻟﻤﺎﻟﻴﺔ ﻣﺎ ﻳﻠﻲ‪:‬‬

‫ﺍﻟﺘﻜﻠﻔﺔﺍﻟﻤﻄﻠﻮﺑﺔ ﻟﺒﺪء ﺍﻟﺘﺸﻐﻴﻞ‬ ‫•‬

‫ﺍﻟﺮﺑﺢﻭﺍﻟﺨﺴﺎﺭﺓ‬ ‫•‬
‫ﺗﺪﻓﻖﻣﺎﻟﻲ‬ ‫•‬
‫ﻭﺭﻗﺔﺍﻟﺘﻮﺍﺯﻥ‬ ‫•‬
‫ﺍﻟﻨﺴﺐﺍﻟﻤﺎﻟﻴﺔ‬ ‫•‬

‫‪7.1‬ﺍﻓﺘﺮﺍﺿﺎﺕ ﻣﻬﻤﺔ‬
‫• ﺗﻮﻗﻌﺎﺕﺍﻟﻤﺒﻴﻌﺎﺕ ﻣﺘﺤﻔﻈﺔ ﻭﺗﻔﺘﺮﺽ ﺯﻳﺎﺩﺓ ﺑﻨﺴﺒﺔ ‪ ٪5‬ﻓﻲ ﺍﻟﺴﻨﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻭ ‪ ٪10‬ﻓﻲ ﺍﻟﺴﻨﺔ ﺍﻟﺜﺎﻟﺜﺔ‪.‬‬

‫ﻳﺮﺍﻋﻲﺍﻟﺘﺤﻠﻴﻞ ﺍﻟﻤﻮﺳﻤﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪ -‬ﺣﻴﺚ ﺗﺒﻠﻎ ﺇﻳﺮﺍﺩﺍﺕ ﺑﻌﺾ ﺍﻷﺷﻬﺮ ﺫﺭﻭﺗﻬﺎ )ﻣﺜﻞ ﺍﻟﻌﻄﻼﺕ(‬ ‫•‬
‫ﻭﺗﺘﻼﺷﻰﻓﻲ ﺍﻷﺷﻬﺮ ﺍﻟﺒﻄﻴﺉﺔ‪.‬‬
‫ﻳﻔﺘﺮﺽﺍﻟﺘﺤﻠﻴﻞ ﺃﻥ ﺍﻟﻤﺎﻟﻚ ﺳﻴﺘﻘﺎﺿﻰ ﺭﺍﺗﺒﺎ ًﺃﻗﻞ ﺑﻜﺜﻴﺮ ﻣﻦ ﺑﺎﺭﻳﺴﺘﺎ ؛ ﻓﻲ ﺃﻱ ﻭﻗﺖ ﻳﻔُﺘﺮﺽ ﺃﻥ‬ ‫•‬
‫ﺍﻧﺴﺤﺎﺏﺍﻟﻤﺎﻟﻚ ﻣﺘﺎﺡ ﻭﻓﻘﺎً ﻟﺘﻘﺪﻳﺮﻩ‪.‬‬
‫ﺍﻟﻤﺒﻴﻌﺎﺕﺃﺳﺎﺱ ﻧﻘﺪﻱ ‪ -‬ﻣﺤﺎﺳﺒﺔ ﻏﻴﺮ ﺩﻗﻴﻘﺔ‬ ‫•‬
‫ﺗﻜﺜﻴﻒﻣﻌﺘﺪﻝ ﻓﻲ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ ﻣﺪﻯ ‪ 3‬ﺳﻨﻮﺍﺕ ﺍﻟﻤﺘﻮﻗﻌﺔ‬ ‫•‬
‫ﻣﺘﻮﺳﻂﺭﺍﺗﺐ ﺑﺎﺭﻳﺴﺘﺎ ﻓﻲ ﻋﺎﻡ ‪ 2012‬ﻫﻮ ‪ 50000‬ﺩﻭﻻﺭ‪.‬‬ ‫•‬
‫ﺑﺸﻜﻞﻋﺎﻡ ‪ ،‬ﺗﺘﻤﺘﻊ ﻣﻌﻈﻢ ﺍﻟﻤﻘﺎﻫﻲ ﺑﻬﺎﻣﺶ ﺭﺑﺢ ﺇﺟﻤﺎﻟﻲ ﻳﺒﻠﻎ ‪٪85‬‬ ‫•‬
‫ﺑﺸﻜﻞﻋﺎﻡ ﻣﻌﻈﻢ ﺍﻟﻤﻘﺎﻫﻲ ﻟﺪﻳﻬﺎ ﻫﺎﻣﺶ ﺭﺑﺢ ﺻﺎﻓﻰ ‪٪3‬‬ ‫•‬

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‫‪7.2‬ﺗﻜﺎﻟﻴﻒ ﺍﻟﺒﺪء‬
‫ﻓﻴﻤﺎﻳﻠﻲ ﺗﻜﺎﻟﻴﻒ ﺍﻟﺒﺪء ﺍﻟﻤﻄﻠﻮﺑﺔ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﻜﺄﺱ ‪:Russet‬‬

‫ﺗﻜﺎﻟﻴﻒﺍﻟﺒﺪء‬ ‫ﺍﻟﺠﺪﻭﻝ‪7.2‬‬

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‫‪7.3‬ﻣﺼﺪﺭ ﺍﻷﻣﻮﺍﻝ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬

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‫‪7.4‬ﺗﺤﻠﻴﻞ ﺍﻟﺘﻌﺎﺩﻝ‬

‫‪7.5‬ﺍﻟﺘﻮﻗﻌﺎﺕ‬

‫‪7.5.1‬ﺍﻟﺮﺑﺢ ﻭﺍﻟﺨﺴﺎﺭﺓ ﺍﻟﻤﺘﻮﻗﻌﺔ‬

‫ﺍﻷﺭﺑﺎﺡﻭﺍﻟﺨﺴﺎﺉﺮ ﺍﻟﻤﻘﺪﺭﺓ ﻟﻜﺄﺱ ﺭﻭﺳﻴﺖ ﻫﻲ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬

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‫ﺍﻟﺮﺑﺢﻭﺍﻟﺨﺴﺎﺭﺓ ﺍﻟﺘﻘﺮﻳﺒﻲ‬ ‫ﺍﻟﺠﺪﻭﻝ‪7.5.1‬‬

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‫‪7.5.2‬ﺍﻟﺘﺪﻓﻖ ﺍﻟﻨﻘﺪﻱ ﺍﻟﻤﺘﻮﻗﻊ‬

‫ﻳﻮﺿﺢﺑﻴﺎﻥ ﺍﻟﺘﺪﻓﻖ ﺍﻟﻨﻘﺪﻱ ﺍﻟﻨﻘﺪ ﺍﻟﻮﺍﺭﺩ ﻭﺍﻟﺼﺎﺩﺭ ﻟﻠﻨﺸﺎﻁ ﺍﻟﺘﺠﺎﺭﻱ‪.‬‬

‫ﺍﻟﺘﺪﻓﻖﺍﻟﻨﻘﺪﻱ ﺍﻻﺣﺘﺮﺍﻓﻲ‬ ‫ﺍﻟﺠﺪﻭﻝ‪7.5.2‬‬

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‫‪7.5.3‬ﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﺍﻟﻌﻤﻮﻣﻴﺔ ﺍﻟﻤﺘﻮﻗﻌﺔ‬

‫ﺍﻟﻤﻴﺰﺍﻧﻴﺔﺍﻟﻌﻤﻮﻣﻴﺔ ‪Pro Forma‬‬ ‫ﺍﻟﺠﺪﻭﻝ‪7.5.3‬‬

‫‪7.6‬ﻧﺴﺐ ﺍﻷﻋﻤﺎﻝ‬
‫ﻳﻌﺘﻤﺪﺍﻟﺘﺤﻠﻴﻞ ﻋﻠﻰ ‪) NAICS‬ﻧﻈﺎﻡ ﺗﺼﻨﻴﻒ ﺍﻟﺼﻨﺎﻋﺔ ﻓﻲ ﺃﻣﺮﻳﻜﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ( ‪722213‬‬
‫‪-‬ﻣﻄﻌﻢ ‪ /‬ﺳﻜﻦ ‪ -‬ﻭﺟﺒﺎﺕ ﺧﻔﻴﻔﺔ ﻭﺑﺎﺭﺍﺕ ﺍﻟﻤﺸﺮﻭﺑﺎﺕ ﻏﻴﺮ ﺍﻟﻜﺤﻮﻟﻴﺔ‪.‬‬

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‫ﺍﻟﺘﺤﻠﻴﻞﺍﻟﻨﺴﺒﻲ‬ ‫ﺍﻟﺠﺪﻭﻝ‪7.6‬‬

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-plan-template.html :‫ﻳﻤﻜﻦﺗﻨﺰﻳﻞ ﻗﺎﻟﺐ ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﻫﺬﺍ ﻣﻦ‬

http://www.fastbusinessplans.com/business

sample-business-plans.html :‫ﺗﺘﻮﻓﺮﻧﻤﺎﺫﺝ ﻣﺠﺎﻧﻴﺔ ﻟﺨﻄﻂ ﺍﻷﻋﻤﺎﻝ ﻓﻲ‬

.http://www.fastbusinessplans.com/

-plan-guide.html :‫ﺗﺘﻮﻓﺮﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﻘﺎﻻﺕ ﻟﻠﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺇﺭﺷﺎﺩﻙ ﺧﻼﻝ ﻛﺘﺎﺑﺔ ﺧﻄﺔ ﻋﻤﻠﻚ ﻋﻠﻰ‬
http://www.fastbusinessplans.com/business

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