1.

0 Introduction

1.1 Background

Malaysias food and beverage sector is increasingly refined and influenced by health and

convenience trends. High consumer awareness on nutrition value and healthcare has risen the

demand for functional, less processed, fresh, and natural food and beverages (Austrade,

2014). Studies also show that Malaysians spend a quarter of their income in the food and

non-alcoholic beverages, the largest expenditure of household consumption (Bank Negara

Malaysia, 2010) The increasing spending power of the Malaysians is expected to grow the

local food and beverage retail markets by 10% per annum (New Zealand Trade and

Enterprise, 2014).

1.2 Company and its competitors

In Year 2012, cafs accounted 59% of foodservice value share amongst other foodservice

provider in Malaysia. These cafs have strong focus on coffee than on tea as they are

influenced by the dominating coffee-drinking culture found within Malaysia (Euromonitor,

2013). However, a tea-drinking trend emerges when Mr. Bryan Loo, the master franchisor of

Chatime Malaysia brought the tea drinking culture of Taiwan to Malaysia. Chatime

revolutionised the tea-drinking culture of Malaysians, offering over 120 beverage variations

across its many outlets when it first started (VisionKL, 2012). Since Chatimes effort in

pioneering the Taiwanese-style bubble tea became a success in Malaysia, other bubble-tea

outlets started mushrooming all over the country. For example, there is stiff competition for

Chatime when other bubble tea outlets like Gongcha, ShareTea, Orchado and DingTea

joined in the market, saturating the tea beverage market. Being the only public-listed bubble

tea company in the world, Chatime has a huge market share and strong foundation to compete

with other bubble tea companies around the globe and in Malaysia (Chatime, 2014).

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2.0 Segmentation, Targeting and Positioning

2.1 Market Segmentation

It is impossible for a Chatime to satisfy every customer within a market because different

consumers have varying demands and interests (Dibb & Simkin, 1991). Therefore, market

segmentation serve as a process of dividing a market into relatively similar and identifiable

groups based on common characteristics (Smith, 1956) can be implemented. The market for

bubble tea can be divided into the following segments:

Bases Variables School Kids University Guy Young adults

Geographic Location Urban Urban Urban
Demographic Age 14-18 18-26 26-34
Income level RM0-800 RM800-2000 RM3000-6000
Psychological Needs Security Social Security
Social Esteem Esteem
Personality Neurotic Extrovert Conscientious
Fickle Agreeable Committed
Involvement Low Moderate High
User-related Usage rate Low Heavy Heavy
Brand loyalty None Some Strong
Table 1: Market Segmentation for Chatime Malaysia

2.2 Target market

Basically, Chatime has been seen targeting the group of University Guy. This

segment includes university students to fresh university graduates at the early start of their

careers. Parents often give more pocket money than this University Guy needs as university

are located mostly in urban area with higher cost of living. This would give higher purchasing

power to them to enjoy a cup of well brewed Chatime drink. University Guy, who are mostly

extroverts and have active social lives, needs a place to hang out with their friends and

families. The target market aligns with the survey done on 50 respondents (see Figure 1 in

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appendix). Besides, the usage of purple as the colour of Chatime interior, suits the agreeable

and fun personality of these University Guy. According to the survey done (see Figure 6 in

appendix), more than 50% of the people agree that purple means fun and uniqueness to them.

Level of involvement and propensity to switch brands is between the group of School Kids

and Young adults. Hence, ThirsTea, a loyalty programme designed to support of young

talented Malaysians is launched (Chatime, 2012). Chatime ThirsTea cards are designed by

local artists and therefore it could indirectly strengthen brand loyalty among the community,

especially among the University Guy. This segment consists of heavy users of foodservice

providers as these university students always dine out (Euromonitor, 2013).

2.3 Current Retail Strategy and Positioning

Figure 1: Perceptual Map of Chatime Malaysia and its competitors.

To date, Chatime Malaysia insist in preparing only hand-made beverages with freshly brewed

tea prepared on site. The vision of Chatime is to have 250 flagship chain-stores in major

shopping malls and high traffic areas by the year 2018 (Bernama, 2013). The CEO of

Chatime Malaysia also aims to acquire all of the franchise outlets so that all Chatime outlets

in Malaysia will belong to one company under one management system. He believes that the

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franchisees would not value his vision as much as the franchisor. With a greater reach,

Chatime Malaysia is committed to ensure every household have easy access to a Chatime

outlet. Besides, Chatime Malaysia is aware of the importance of market positioning. In fact,

Chatime have designed an offering so that it occupies a distinct position in the minds of

consumers. The objective of positioning is to create a market focused value proposition

(Hassan & Craft, 2012).

Most bubble-tea providers have found to be setting level pricing against most of the

competitors. However there is less emphasis on dining experience of these beverage

providers. There are not much bubble-tea providers which focus on improving accessibility

of brand product to the community. In this case, Chatime differentiates its image from

competing tea providers through fun and unique interior design and an enhanced dining

atmosphere. Chatimes vision to expand the business while preserving the quality of these tea

providers have further increased the accessibility of quality beverages to the community. The

ability of Chatime to fill up the market gap by providing fulfilling experience and great

accessibility has built a distinct position of Chatime in the bubble-tea market in Malaysia.

3.0 Emerging Trends

3.1 Economic performance contributes to rising demand of healthier drinks

Malaysias economic performance in has risen from previous years, with higher GDP growth

and lower inflation. Consumer habits changed, including shifting to more health and wellness

products to stay healthy (Euromonitor, 2013). As an example, consumers preferred to

purchase reduced fat milk or shifted towards naturally healthy fruit/vegetable juice to

maintain good health, instead of purchasing standard products at lower price. Rising

awareness of the risk of coronary disease and diabetes also drove demand (Euromonitor,

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2013). Hence, consumers are willing to spend slightly more money on products that they trust

are healthier.

Chatime offers a wide range of healthy bubble tea, supported by strong advertising

activity. Marketing events helped to sustain awareness among consumers of Chatime healthy

drinks. In order to maintain their image of serving healthy bubble tea, Chatime should invest

in good quality products, such as their best seller, the white pearls, which are made from

seaweed extract and are low in sugar and calories, and high in fibre, in order to target health

conscious consumers (Wong, 2012).

Chatime has the advantage of the market share and has a strong momentum in terms

of expansion. Chatime should also take care the quality of their drinks. Since bubble tea is an

easy substitute, consumers maybe try other brands of bubble tea such as Gongcha if

consumers are not satisfied with Chatime. Since Chatime has opened many outlets,

accessibility will ultimately drive the demand for tea in the Malaysian market.

In addition, in order to overcome emerging trends such as the caf culture amongst

consumers such as Starbucks and Coffee Bean, Chatime is choosing to emphasise a lifestyle

concept. The drinks are 100% healthy. Whatever is not healthy wont last in this day and

age. (Bryan Loo, 2012)

Bryan Loo, the CEO of Chatime Malaysia aims for Chatime is to create a need for

Malaysians to drink tea and then choosing Chatime to satisfy that need. Bryan Loo included

that his efforts might not result in replacing coffee culture with a tea culture, but he at least

aims to make tea the second choice amongst consumers (Bryan Loo, 2012).

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3.2 Use of Issue Advertainment to Sell Food

The next emerging trend that Chatime has to respond to is the use of issue advertainment to

sell food. For example, by producing a video on YouTube, communicating these issues in a

highly engaging, authentic and entertaining way, a new form of issue advertising has been

created (Melissa Musiker, 2013). Advocacy communication can be spread more widely and

become stickier when theyre entertaining. Chatime will have to first determine how to

engage with consumers in a way that is authentic with their brand, strikes and appropriate

tone on the issue and balances the messages education and entertainment value. Failure to be

effective could result in significant backlash. But the potential benefit is significant to both

the sales and reputation of Chatime. (Melissa Musiker, 2013)

3.3 Epigenetics, nutrigenomics and social justice

Moreover, a latest trend amongst beverages is epigenetics, nutrigenomics and social justice.

There is an emerging understanding of the role of the environment on gene expression,

epigenetics and its impact on chronic disease and obesity. Furthermore, emerging science in

nutrigenomics leads some experts to argue that exposure to foods that stimulate addictive

behaviour in adults while in utero increases the susceptibility to the potentially addictive

beverages later in life (Melissa Musiker, 2013). This is a new way for ethicists to examine the

issue of beverages in relation to social justice. As understanding of science evolves, some will

argue that this gives greater credence to calls for increased regulation around ingredients,

processing and labeling because a case can be made that highly processed and unhealthy

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beverages are creating cycles of poverty and disease (Melissa Musiker, 2013). While this is

an area of emerging science, companies like Chatime should pay keen attention.

4.0 Store Image

4.1 Overview

Originally from Taiwan, Chatime aims to revolutionise the tea brewing industry and nurture a

tea drinking culture in Malaysia.

4.2 Product attribute

Chatime Malaysia provides only high quality, hand-made and healthy beverages where all

teas are brewed in persistence with three principles: temperature, humidity and timing. To

portray this image to consumers, only the best imported tea leaves and quality ingredients are

used with the exclusion of any additives and preservatives (Chatime Malaysia, 2013).

Chatime beverage is sold at a price slightly higher than non-branded milk tea (RM2.90-

RM3.50 for each drink). A higher price helps to communicate that Chatimes beverage is of

high quality. A survey is conducted to prove this statement, where more than half of the

respondents believe so (see Figure 3 in appendix).

In order to maintain the highest quality of drinks, Chatime has a standardised tea

making process where sophisticated tea and coffee machines are used that only requires

simple operation steps (Chatime Malaysia, 2013). Each drink is freshly brewed and prepared

on site by over 700 trained Tearistas across hundreds of outlets nationwide (Chatime

Malaysia, 2013). Tea are always kept in temperature around 20-30C for safety purpose.

Nonetheless, the workplaces and products are ensured in high standard of hygiene.

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 Furthermore, some Chatime stores offer a variety of snack food (see Image 4 in

Appendix), with Chatime Galleria goes to further extend to provide consumers with

Taiwanese style desserts (see Image 5 in Appendix). These stores encourage consumers to

have social gatherings or casual business meetings where turnover is low for the shop.

Chatime constantly comes out with new variation of drinks to create a one stop place

for customers seeking for beverages. The assortment of drinks ranges from coffee made by a

Teapresso machine, chocolate drinks (collaboration with Cadbury), FruiTea summer crush

and even Durian SmooTea. Notice that Chatime has cleverly played with the word Tea. This

helps to strengthen their brand image as a tea provider to society. The addition of Durian

SmooTea utilises the concept of micromarketing, where the king of fruits in Malaysia is

developed into a tea flavour to suit local taste.

4.3 Customisation

Chatime beverages are infinitely customisable. After choosing a temperature, base beverage,

flavourings, toppings and mix-ins, customers then dictate their sugar and ice levels, both

available from 0% to 110% (see Image 6 in Appendix). The concept of flexibility is

particularly appealing to young, chain-savvy customers. Judging from the survey conducted

where 88% of the respondent likes the idea of customisation (see Figure 4 in Appendix),

Chatime is successful in projecting this image to consumers.

4.4 Brand name and purple colour

The Brand name Chatime has a beautiful yet deep meaning. In Chinese it means Sunrise,

referring to Henry Wangs (founder of Chatime in Taiwan) goal of having Chatime in every

place that has sunrise. Also, it plays on words with a double meaning of Tea Time (Cha -

Time) or as a place to socialise with friends (Chat - Time) (Diaz, 2012).

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Moreover, using the colour purple for Chatime implies luxury, extravagance, premium quality

and even uniqueness. While projecting individuality and originality to its customers, purple

also appear to be Henry Wangs favourite colour (Diaz, 2012). Conversely, in the survey

conducted shows that most customers perceive purple as being fun and unique which

nonetheless, projected a positive image of Chatime (see Figure 6 in Appendix).

4.5 Store locations and types

As location is the major factor leading to retail stores success, Chatime Malaysia is

successful in being easily accessible with over 100 stores nationwide (Berman & Evans,

2013, Chatime Malaysia, 2013). They have recently been awarded Malaysian Book of

Records 2014 for being the largest Pearl Milk Tea Beverage Chain (Loo, 2014).

There are four types of stores in Malaysia which represents different images to

consumers. Firstly is the Chatime Lite, This is the smallest footprint of Chatime with only a

service counter available to provide takeaway orders. Chatime beverages are specially made

for takeaway orders with laminated top and a thick straw to pierce on top only when

customers are ready to drink. All Chatime Lite stores are strategically situated within busy

locations with huge pedestrian traffic. Not only is there limited space for store build-up, most

of the customers are always on-the-go, thus takeaway is the best option.

Next is the Chatime Kiosk, which has small footprints with limited seating. It is

mainly situated across popular shopping malls. Their primary target is on-the-go customers as

well, largely catering for takeaway orders but also provide limited tables and chairs for

customers who are tired from walking and need a break for refreshments.

Chatime Outlets are single retail outlets, available in standalone stores (isolated),

unplanned business districts or planned shopping centres. These outlets provide a soothing

and cosy environment for friends get together and family bonding time.

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 Lastly is the Chatime Galleria which is currently only available in 2 locations.

Conceptually designed to encourage community involvement, it is ideally a place to harness

young Malaysia talents by providing them a platform to explore their artistic inclinations

(Chatime Malaysia, 2013). These lounge-style outlets aim to imply a social caf culture for

young and active consumers.

4.6 Loyalty programmes and in-store promotions 92 words

Loyalty programme is a key component of Customer Relationship Management (Omar, Aziz

& Nazri, 2011). Chatime implements it in the form of a loyalty card, ThirsTea card. In

support of young Malaysian talents, Thirstea cards are designed by local artists and they are

limited edition (Chatime Malaysia, 2013). It strengthens the image of Chatime which caters

to young Malaysians as their target market. The benefits of the card include complimentary

drinks, monthly promotions and more. Customers who preferred not to have a loyalty card

can still enjoy Chatimes vast in-store promotions, e.g. Buy 1 Free 1 for a limited time (see

Image 7 in Appendix) and bundled deals (see Image 8 in appendix).

5.0 Store Atmosphere

5.1 Overview

Atmosphere (atmospherics) is the design of an environment by stimulation of the five senses

(Banat & Wandebori, 2012). It is considered to be a component of store image as it influences

consumer behaviour in terms of spending level and amount of time spent in store (Yoo, Park

& MacInnis, 1998). Due to the different types of Chatime stores in Malaysia, each type of

store portrays its own unique vibe where exterior planning and general interior are taken

into consideration.

5.2 Exterior Planning

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The exterior appearance of a store is a major determinant for a customer that should not be

underestimated (Bastow-Shoop, Zetocha & Passewitz, 1991). Chatime works more towards

their marquee and surrounding areas.

5.2.1 Marquee

Marquee is a special type of sign used to display the name of a store (Bastow-Shoop et al.,

1991). The vibrant purple background of Chatime signboards serves as a reminder for

customers that purple colour is associated with the brand, hence gaining customer top-of-

mind-awareness (Johnson, 2013). Meanwhile, the white Chatime font communicates the

brand name and the tea leaf symbolises the industry of Chatime (see Image 9 in appendix).

5.2.2 Surrounding stores and area

Most of the Chatime stores are located within planned shopping centres (e.g. Sunway

Pyramid) and unplanned business districts (e.g. shoplots). This is because an overall area

image affect individual retailers as consumer tend to have a general perception of shopping

centres and business districts (Berman & Evans, 2013). It presents image cues in terms of

price level, types of services etc. Chatime is not only able to seize the image of its location,

but also serves a parasite store which utilises the high traffic trading area generated by

shopping centres and business districts.

5.3 General interior

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General interior are the interior elements of a store and it helps to create positive feelings

towards the brand (Ballantine, Jack & Parsons, 2010). In the context of Chatime, it includes

flooring, lighting, fixtures, personnel and so on.

5.3.1 Flooring, wall textures and lighting

The color combinations of the ceiling, walls and flooring and can affect the atmosphere of a

store (Bastow-Shoop et al., 1991). Most Chatime stores manage a clean cut image of white

ceiling, white walls and tile flooring. It enhances the natural and in-store lighting to create a

conducive environment for friends and families (see Image 10 in appendix). On the other

hand, Chatime Galleria carries a more wooden feel that exudes a certain comfort, warmth and

cheer. It provides warm lighting from wall scances and hanging light bulbs and wood planks

to enhance the overall mood (Chatime Malaysia, 2013) (see Image 11 in appendix).

5.3.2 Store fixtures

White metal chairs with custom made round tables are a signature of Chatime when comes to

store fixtures. The white colour complements Chatime purple colour which is easy to

consumers eyes. Chatime Galleria offers a variety of table settings from face-to-face dining

to tall bar stools with a wooden counter (see Image 12 in appendix). The accompaniment of

red-coloured bicycle, vintage typewriters, olden decorative items and fascinating wall

portraits exhibit a nostalgic ambience which enforce the retro interior design style Chatime

Galleria is implementing (Chatime Malaysia, 2013).

5.3.3 Personnel

Well-groomed, polite and knowledgeable employees are found to work under greater feelings

of positive arousal in high atmospherics stores (Baker, Levy, & Grewal, 1992). According to

Chatime Malaysia (2013), there must be a minimum of 4-8 staff or Tearista (wordplay on

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Barista) in each store who must have undergone professional training programme before

carefully evaluated and become an official staff. This is why 32% of respondents perceive

that Chatime staff provides good service (see Figure 7 in appendix). It was also observed that

the fast service in Chatime IOI Boulevard is second to none. The drink was already there

when customers walk from the point-of-sale to the pick-up point. In the survey conducted

(see Figure 8 in appendix) shows that 78% of the 50 respondents confirms the previous

statement that they did not wait long to collect their drink. It reflects the competence of

Chatime personnel in delivering the best service which complements the high quality drinks

they provide.

5.3.4 Price displays

They way prices are displayed is part of store atmosphere and it fosters perception of retail

image in consumers minds (Berman & Evans, 2013). Chatime outperforms its competitors

by clearly displaying their large menus in front and sometimes above the ordering counter.

The menu itself is comprehensive with easy classification on the types of drinks with clear

price labels for Regular and Large drinks (see Evidence 1 in Appendix). The presence of

actual-sized demo cups was available at the counter to enable customers to estimate how big

of portion they can drink (see Image 13 in appendix). All of these elements form an

atmosphere to ease the customers process of selecting their drinks which is vital on Chatime

retail image.

5.3.5 Numbering system

Instead of yelling out names like in Starbucks, Chatime implemented a clever digital

numbering system across all stores. It displays the receipt number of customers when the

drinks are ready at the claiming area (Chatime Malaysia, 2013). In the online survey (see

Figure 9 in appendix) proves that 92% of respondents favour Chatimes numbering system as

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it minimises queues and avoid confusion. It speeds up the operations of the store which

complements the image of fast service provided by personnel discussed above. In addition,

during Chatime IOI Boulevard site visit, it is observed that there is a small counter where

customers who are waiting for takeaways can sit to prevent the hogging of tables (see Image

14 in appendix). It smoothens the takeaways process and the entire operation of the stores.

6.0 Conclusion (Total shopping experience)

To sum up the experience of purchasing a drink in Chatime, let it be it a kiosk store in a

shopping mall, an outlet store or the Chatime Galleria was an eye-opener to all of us. Both

the Chatime outlet store and Chatime Galleria have its individual charm, style and concept.

Chatime Malaysias biggest emphasis is on the fact that they use only the best

imported tea leaves and quality ingredients, without any additives and preservatives. Chatime

lives up to its image, as all the beverages that were tried in all three types of outlet were top

notch quality and healthy.

The nostalgic ambience in Chatime outlets influences the customers buying process.

Chatime Galleria is a one of a kind outlet store, which has a mesmerising retro interior

design. For example, authentically olden decorative items such as typewriters and books

teleport the customers back to the good old days.

Based on the experience of visiting all three types of Chatime stores, The Chatime

Outlet and Chatime Galleria offered a peaceful environment allowing students to conduct

discussion between classmates and business associates have client meetings there too. Hence,

14
in overall Chatime provides a calm atmosphere for their customers as well as good quality

bubble tea for their customers to enjoy. On the other hand, kiosk Chatime should provide

more seats for their customers if they would like to enjoy a drink while waiting for someone.

Customers definitely got more than what they bargained for, as whenever someone

mentions a bubble tea shop, one expects a regular tasting bubble tea and maybe an area to

have that drink but with Chatime Malaysia, customers are in for a pleasant surprise when

together with a high quality bubble tea, they are also in for an experience that is like no other,

with comfortable seats and tables, with randomly hung light bulbs with dim lighting,

enhancing the peaceful ambience around customers, making them feel comfortable and thus,

as the saying goes, the longer you stay, the more you will buy. Chatime management is

definitely gaining more profit, as the longer their customers stay in the store; the more likely

they are to purchase other bubble tea drink.

Furthermore, based on a talk held in Sunway University by CEO of Chatime

Malaysia, Chatimes future plans include having a Chatime drive thru, the availability of

Chatime in cans and the ability of consumers to pay for their drinks with preloaded cards.

These changes will hence enhance the total shopping experience of the consumers when

buying a drink at any Chatime outlets. If Chatime keeps up their innovation and marketing

measure, Chatime will definitely be able to reach another milestone in the Malaysian tea

business market.

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7.0 Recommendations

In order for Chatime to maintain an image of providing high quality beverages along

with the full shopping experience, each individual staff has to have thorough understanding

of the tea making procedure as well as friendly interaction with customers. Recently, Chatime

have received many unappealing feedbacks on the staff in various outlets: let it be unethical,

unskilled or poor and slow service. Based on the survey conducted, 3 out of 50 respondents

think that Chatime staff provided bad service (see Figure 7 in Appendix). Even though it is

not a huge number, it should not be ignored as negative word-of-mouth can erode a brands

reputation (Quester, Pettigrew, Kopanidis, Hill, & Hawkins, 2014). Chatime can overcome

this by providing adequate staff training to all levels of employees. Untrained employees

cost significantly more to support than well-trained employees (Ekot, 2010). This cost

includes decline of sales and damage to the image which is difficult to recreate once

destroyed. Staff training affects employee retention which can be viewed as a valuable

commodity (Ekot, 2010). According to Asia Pacific Business (2013), each Chatime employee

16
has to undergo a four weeks training program with subsequent two months of work to

practice their skills. With the amount of complains received, Chatime should consider

revising their training program. Training manuals should be constantly updated as an

effective retail strategy today may not be as effective in the future. Nonetheless, it only makes

sense that employee training programs are follow suit (Elder, 2013). Thus at the very least the

basics of serving customers have to be regularly emphasised by store managers.

Retailers want to present an appealing image of never losing a sale by being

understocked or be stuck with excess merchandise (Berman & Evans, 2013). Hence,

inventory management is mandatory in order to sustain operations. Chatime has received

multiple complains on the unavailability and insufficiency of certain drinks and toppings

throughout the years of their operations. The problem can be easily overcome by effective

inventory management techniques. One of the prevalent methods is forecasting.

Forecasting take into consideration the uniformity of the series and changes which occur and

their direction (Kot, Grondys & Szopa, 2011). Since Chatime operates across different states,

the forecasted demand must be projected on a store-by-store basis. For example, the monthly

sales of Pearl Milk Tea in Chatime Pyramid are different than in Chatime Galleria. Hence, the

store managers of both branches can estimate and procure a certain amount of tea leaves and

black pearls according to the projected sales forecast of that store. It ensures availability of

stock and reduces customers complains to reflect a positive image of that particular store and

overall Chatime.

Cultural background and translation problem could lead to miscommunication in

advertising and promotion (Kaser, 2013). It usually causes dissonance which is the

uncomfortable feeling of remorse over a product purchase (Lister, 2013). The promotion

Chatime holds for ThirsTea members and the overall public is a continuity promotion which

runs year long. The online survey (see Figure 10 in Appendix) indicates that 10 out of 50

17
respondents (20%) encountered promotional problem. It left the customers unsatisfied as

some were overcharged or unable to redeem free drinks. This issue can be overcome by

including more transparent promotional statements in store and social media. Chatime

should clearly states the main promotion functions, the promotional period and eligibility of

customers instead of putting a big title with miniature terms and conditions below the picture

or statement. Staff should also be well-informed on the details of the promotions in order to

explain to customers upon request. Customers are then able to decode the message correctly

and form positive feelings towards the brand. It goes without saying that a happy customer is

a returning customer.

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Appendices

Appendix 1: Online Questionnaire of Overall Chatime Image

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 An online survey has been conducted in
www.surveymonkey.com. 50 sets of responses have
been successfully collected at the end of the day. The
template of the online questionnaire is attached at the
next page.

Figure 1: Percentage of age of the respondents

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Figure 2: The frequency of visits to Chatime of respondents

Figure 3: Percentage of respondents who think Chatime drinks are high quality

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Figure 4: Percentage of respondents who like the idea of customizing the sugar and ice level
of drinks at Chatime

Figure 5: Percentage of respondents who thinks Chatime drinks are worth their money

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Figure 6: Percentage of respondents on the meaning of Chatime purple logo

Figure 7: Percentage of respondents on the evaluation of the staff

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Figure 8: Percentage of respondents on the waiting time of drinks at Chatime

Figure 9: Percentage of respondents who like the idea of Chatime digital numbering system

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Figure 10: Percentage of respondents who encountered promotional problems with Chatime

Image 1: Site visit at Chatime, Sunway Pyramid

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Image 2: Site visit at Chatime, IOI Boulevard Puchong

Image 3: Site visit at Chatime Galleria, Bandar Puteri Puchong

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Image 4: Variety of snack food available in certain Chatime stores

Image 5: Taiwanese style desserts in Chatime Galleria and certain Chatime stores

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Image 6: Customisation of ice level, sugar level, toppings and amount of tea and coffee

Image 7: Example of Buy 1 Free 1 promotion for a limited time only

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Image 8: Example of bundled deals available at certain Chatime stores

Image 9: Chatimes marquee

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Image 10: Clean cut image of Chatime with white and purple colour as its theme

Image 11: The warmth, comfort and luxury of Chatime Galleria, Bandar Puteri Puchong

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Image 12: Variety of furniture available in Chatime Galleria

Image 13: Display of actual sized demo cups in front of the order counter

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Image 14: A small counter with stools designed for customers who are waiting for takeaways

Evidence 1: The comprehensive menu of Chatime with easy classification on the types of
drinks with clear price labels for Regular and Large drinks

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