Has Father Daniel Mary established a future direction for the Carmelite Monks of Wyoming? What is his vision for the monastery? What is his vision for Mystic Monk Coffee? What is the mission of the Carmelite Monks of Wyoming?
Yes, Father Daniel Mary has succeeded in identifying a future direction for the chosen group of monks. His idea to create a brotherhood of 30 monks (not 13 as it was at the moment) at age 19-30 had clear grounds and perspectives to was characterized by the economic success because of the development of Mystic Monk Coffee. His vision for the monastery was based on the necessity to have $8,9 million to buy a ranch (Turnipseed C-2).
He has to focus on the development of the Mystic Monk Coffee industry and turn the coffee idea to the land (Turnipseed C-2). It was also necessary to transform the ranch into a retreat center, where people could find the required portion of the support, understanding, and personal goals. It was crucial to promote the creation of a Gothic church, a convent for nuns, and a hermitage (Turnipseed C-2). The mission of the Carmelite Monks of Wyoming was to improve the spiritual attitude of the society and underline the place of monks and nuns in the world. Still, the majority of the visions did not have clear evidence.
Does it appear that Father Daniel Mary has set definite objectives and performance targets for achieving his vision?
It seems that Father Daniel Mary set one general goal that was the necessity to buy a ranch and find the required sum of money. To achieve that goal, several objectives were identified. Besides, several performance targets were offered to the goals. First, it was necessary to increase the production of coffee and coffee roasting in particular. The performance target for this objective was to increase the process of roasting from 540 pounds per day to 780 pounds (Turnipseed C-3). Second, it was crucial to improve the conditions under which coffee production could be distributed online and beyond. The performance target was about the possibility to cooperate with supermarkets and other specialized stores and develop the Catholic Church business. People should be properly informed about the production offered by the church.
What is Father Prior’s strategy for achieving his vision? What competitive advantage might Mystic Monk Coffee’s strategy produce?
The strategy used by Father Prior to achieve his vision was focused on the improvement of the profit from the Mystic Monk Coffee, its high quality, and a variety of blends and favors. Besides, it was suggested to focus on American Catholic customers and use their intention to support the mission of the monks in Wyoming. The main attraction means were the possibility of phone calls and online orders, the promotion of new affiliates and taxes, and the sales of supplementary products such as T-shirts, gift cards, etc. The focused differential should achieve the required competitive advantage and use the ideas to involve more people in the chosen sphere of business (Snider and Howard 131).
Is Mystic Monk Coffee’s strategy a money-maker? What is MMC’s business model? What is your assessment of Mystic Monk Coffee’s customer value proposition? Its profit formula? Its resources that enable it to create and deliver value to customers?
Mystic Monk Coffee’s strategy is a money-maker by its nature because it is based on the US Catholics as the main consumers, who buy their production and support the ideas of the church. MMC’s business model consists of two stages: the investments in a new coffee-roasting industry that can lead to the increased productivity and wholesale sales promotion that can be available to churches and other stores, where customers can find the production.
The MMC customer value proposition is strong because the quality is high, and the production standards are met. Though the profit formula can be identified as good, it is not as good as the value proposition because of the presence of certain challenges connected with the improvements in a working day and the necessity to work harder. Still, the main challenge is connected with coffee roasting operations that can be improved in case a larger roaster is purchased to increase daily production. In brief, the current MMC’s business model is not perfect because no meaningful contributions to the main goal, the purchase of the ranch are given.
Does the strategy qualify as a winning strategy? Why or why not?
Regarding the challenges Father Daniel Mary faced, it is still possible to say that the strategy is winning, and the challenges may be explained by a weak or not properly developed business model. In fact, the strategy can win a lot because of the presence of loyal customers, who want to buy a high-quality production under any conditions. Coffee sales grow day by day, and as soon the MMC can be known around the whole world, people want to buy the production under the most convenient conditions for the organization.
What recommendations would you make to Father Daniel Mary in terms of crafting and executing strategy for the monastery’s coffee operations? Are changed needed in its long-term direction? Its objectives? Its strategy? It’s approach to strategy execution?
One of the main recommendations that can be given is not to make fast decisions and hurry up to achieve the results because such activity requires a number of skills and experience (Daft and Macic 200). The success of the strategy execution depends on the quality of the decisions made. Besides, it is wrong to rely on the support of their customers and donations only. Father Daniel Mary should pay more attention to the resources of the Catholic Church and search for more stakeholders, who want to contribute the creation of a new church or a hermitage.
The objectives should be properly identified and employee-centered so that every monk can feel his importance in the church and the business (Borg and Mastrangelo 8). Besides, it is necessary to reduce commissions connected with online activities. The strategy itself may be improved by the development of ads at different places nearby which it is possible to find and buy the required coffee product.
Works Cited
Borg, Ingwer and Paul M. Mastrangelo. Employee Surveys in Management: Theories, Tools, and Practical Applications. Cambridge, MA: Hogrefe Publishing, 2009. Print.
Daft, Richard, L. and Dorothy Marcic. Understanding Management. Mason, OH: Cengage Learning, 2010. Print.
Snider, David and Chris Howard. Money Makers: Inside the New World of Finance and Business. New York, NY: Palgrave Macmillan, 2010. Print.
Turnipseed, Daniel. Mystic Monk Coffee. C-2-C-5.