The document discusses building customer relationships for small businesses. It defines customer relationship management (CRM) as a business strategy focused on optimizing customer satisfaction and profitability. CRM involves focusing on customers rather than products and changing processes, systems, and company culture. Providing extraordinary customer service is important for building strong customer relationships. Technology can help small businesses manage customer relationships through tools like CRM software and customer databases. Understanding consumer behavior, psychological influences like needs and perceptions, and sociological influences helps businesses strengthen relationships with customers.
The document discusses key aspects of business marketing including: the types of customers in business markets such as manufacturers, government units, and institutions; factors that distinguish business marketing from consumer marketing like the nature of customers and utility of products; and the importance of relationship building through supply chain management. Business marketers serve fewer but larger customers and must understand how to meet the specific needs of different business sectors.
This document discusses developing and maintaining long-term customer relationships. It defines customer relationship management (CRM) as aiming to retain valuable customers through understanding their needs and developing long-term relationships. CRM considers stakeholders like customers, employees, and partners. The document contrasts acquiring customers with maintaining existing clients and discusses strategies for developing relationships with consumers and business customers. It emphasizes understanding customer expectations and delivering superior quality and value to improve customer satisfaction and retention.
The document discusses key aspects of business marketing including: the types of customers in business markets such as manufacturers, government units, and institutions; factors that distinguish business marketing from consumer marketing like the nature of customers and utility of products; and the importance of relationship building through supply chain management. Business marketers serve fewer but larger customers and must understand how to meet the specific needs of different business sectors.
This document discusses developing and maintaining long-term customer relationships. It defines customer relationship management (CRM) as aiming to retain valuable customers through understanding their needs and developing long-term relationships. CRM considers stakeholders like customers, employees, and partners. The document contrasts acquiring customers with maintaining existing clients and discusses strategies for developing relationships with consumers and business customers. It emphasizes understanding customer expectations and delivering superior quality and value to improve customer satisfaction and retention.
0Chapter 10Managing Business Marketing ChannelsVannaJoy20
01A N N U A L R E P O R T 2021
A N N U A L R E P O R T 2 0 2 1
K I M LY L I M I T E D02
Content
02 CORPORATE PROFILE
03 OUR BUSINESSES
04 OUR NETWORK
05 MILESTONES
07 MESSAGE TO SHAREHOLDERS
17 BOARD OF DIRECTORS
19 KEY MANAGEMENT
22 FINANCIAL HIGHLIGHTS
24 FINANCIAL REVIEW
27 CORPORATE INFORMATION
This annual report has been reviewed by the Company’s Sponsor,
PrimePartners Corporate Finance Pte. Ltd. (the “Sponsor”). It has not
been examined or approved by the Singapore Exchange Securities Trading
Limited (the "Exchange") and the Exchange assumes no responsibility for the
contents of this document, including the correctness of any of the statements
or opinions made or reports contained in this document.
The contact person for the Sponsor is Mr. Joseph Au, 16 Collyer Quay, #10-00
Income at Raffles, Singapore 049318, [email protected] sg.
Corporate
Profile
Kimly Limited (the “Company” or “Kimly”, and together with
its subsidiaries, the “Group”) is one of the largest traditional
coffeeshop operators in Singapore with more than 30 years
of experience. The Group operates and manages an extensive
network of 85 food outlets under “Kimly”, “foodclique” and a third
party brand, 139 food stalls comprising Mixed Vegetable Rice,
Teochew Porridge, Dim Sum, Seafood “Zi Char”, Kanaaji Japanese
Tonkatsu, two Tonkichi restaurants and seven Rive Gauche
confectionery shops.
While keeping to the heritage of a traditional coffeeshop that
provides affordable food for all, Kimly is also constantly
modernising to keep up with the times and changing consumer
trends, through digitalisation, strengthening the operations and
upscaling capabilities. All its food retail products are currently
available for online ordering through Deliveroo, Foodpanda,
GrabFood and Oddle.
The Group continues to proactively extend its footprints and
revenue streams through suitable merger and acquisition
(“M & A”) projects.
The Company was successfully listed on Catalist of the SGX-ST
on 20 March 2017.
K I M LY L I M I T E D02
03A N N U A L R E P O R T 2021
OUTLET MANAGEMENT DIVISION
Under our Outlet Management Division, the Group operates
and manages 67 coffeeshops, and seven industrial canteens,
and two food courts under the “foodclique” brand.
With our proven and established track record as a food outlet
operator, we have been able to attract quality and anchor
tenants with whom we have forged strong longstanding
relationships. As at the date of this report, Kimly maintained
a healthy occupancy rate of 98% for a total of 680 stalls within
our managed food outlets.
FOOD RETAIL DIVISION
Catering to a broad and varied customer base and supported by
our Central Kitchen, the Group’s 139 food stalls, two Tonkichi
restaurants and seven Rive Gauche confectionery shops under
our Food Retail portfolio comprises:
Our Central Kitchens supply sauces, marinades, pastries
and semifinished food prod ...
The document discusses various aspects of organizing a small business, including forming a management team, legal structures, alliances, and boards of directors. It describes the characteristics of effective management teams and compares different legal forms like sole proprietorships, partnerships, C corporations, S corporations, limited liability companies, and nonprofits. Key factors for choosing a legal structure include costs, continuity, ownership transferability, liability, tax implications, and attracting capital. Specialized forms provide benefits like limiting liability for owners while passing tax obligations to individuals. Well-structured organizations and governance help small businesses succeed.
The document discusses understanding a firm's financial statements. It describes the purpose and key components of an income statement, balance sheet, and cash flow statement. The income statement shows profit/loss over time, the balance sheet shows assets, liabilities, and equity at a point in time, and the cash flow statement shows cash inflows and outflows from operating, investing, and financing activities. Viewing the statements together provides a more comprehensive view of the firm's financial position.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether the market and competitive advantages are strong and whether management has the capability to execute the strategy. The document provides frameworks to screen ideas and identify any fatal flaws that could cause a startup to fail.
This document discusses developing startup ideas and assessing business opportunities. It covers identifying potential new products or services, using innovative thinking to generate ideas, and analyzing opportunities both from an outside perspective considering the general business environment and industry, and from an inside perspective evaluating a firm's own resources and capabilities. Key frameworks covered include the SWOT analysis to integrate internal and external assessments, and identifying opportunities that match a venture's strengths in the "sweet spot" of high opportunity and low threat. The overall goal is to help entrepreneurs screen ideas and identify those with the greatest potential feasibility.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether there is a market need and competitive advantage, the management team's capabilities match the venture, and there are no fatal flaws like lack of market potential. The most promising ideas are those in an entrepreneur's opportunity "sweet spot" that have strengths outweighing weaknesses and opportunities outweighing threats.
The document discusses entrepreneurship and small businesses. It defines what constitutes a small business and outlines various types of entrepreneurs, including founders, franchisees, and social entrepreneurs. The document notes that small businesses make up most businesses and employment in the US. It also discusses motivations for becoming an entrepreneur, including being passionate about an idea, seeking challenges, or leaving an undesirable job situation. Overall, the document provides an overview of entrepreneurship, small business ownership, and reasons why people become entrepreneurs.
The document discusses franchising and buying existing businesses. It defines key terms related to franchising like franchisor and franchisee. The pros and cons of franchising are outlined, including the potential for success but also costs and loss of independence. The process for evaluating franchise opportunities is described, including investigating the franchisor and franchisees. Requirements for franchise disclosure documents are also reviewed. Regarding buying existing businesses, reasons why such as reducing startup risks are provided. Steps for finding, investigating and evaluating potential businesses to purchase are then outlined.
This chapter discusses franchising and buying existing businesses as options for starting a small business. It defines key terms related to franchising like franchisor, franchisee, and franchise disclosure document. The chapter covers evaluating franchise opportunities, including investigating the franchise and reviewing its disclosure documents. It also discusses reasons for buying an existing business, such as reducing startup risks. The process for evaluating potential acquisitions, including due diligence investigations of financials and valuations, is also outlined.
The document discusses organizational buying behavior and outlines several key concepts:
1) It describes the decision process organizational buyers follow and how marketers can tailor their strategies.
2) It identifies different types of buying situations and the appropriate marketing response.
3) It examines the individual, group, organizational, and environmental factors that influence purchasing decisions.
Strategic management and strategic competitiveness.pptxAndyCNiu
This chapter discusses strategic management and competitiveness. It introduces strategic concepts like competitive advantage and the strategic management process. It describes the increasingly global and technology-driven competitive landscape that firms operate within. The chapter outlines two models - industry organization and resource-based - that explain how firms can earn above-average returns. It also discusses vision/mission, stakeholders, strategic leaders, and the overall strategic management process of analyzing, strategizing, and ensuring performance.
0 chapter 4segmenting the business market and estimating segmssuserfa5723
This chapter discusses segmenting the business market and estimating demand within market segments. It covers identifying meaningful market segments based on characteristics like company size, location, purchasing behavior, and key decision makers. The chapter also outlines qualitative and quantitative techniques for forecasting demand within each segment, which is important for supply chain management. Effective segmentation and demand estimation allow companies to tailor their marketing strategies to specific customer groups.
The document discusses key concepts around creating and pricing products to satisfy customers. It covers classifying products as consumer or business products and explains their different categories. It also defines the product life cycle and important stages. Additional topics include product lines and mix, managing product mix through modification or new product development, reasons products fail, and the importance of branding, packaging and labeling.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
8+8+8 Rule Of Time Management For Better ProductivityRuchiRathor2
This is a great way to be more productive but a few things to
Keep in mind:
- The 8+8+8 rule offers a general guideline. You may need to adjust the schedule depending on your individual needs and commitments.
- Some days may require more work or less sleep, demanding flexibility in your approach.
- The key is to be mindful of your time allocation and strive for a healthy balance across the three categories.
Post init hook in the odoo 17 ERP ModuleCeline George
In Odoo, hooks are functions that are presented as a string in the __init__ file of a module. They are the functions that can execute before and after the existing code.
0Chapter 10Managing Business Marketing ChannelsVannaJoy20
01A N N U A L R E P O R T 2021
A N N U A L R E P O R T 2 0 2 1
K I M LY L I M I T E D02
Content
02 CORPORATE PROFILE
03 OUR BUSINESSES
04 OUR NETWORK
05 MILESTONES
07 MESSAGE TO SHAREHOLDERS
17 BOARD OF DIRECTORS
19 KEY MANAGEMENT
22 FINANCIAL HIGHLIGHTS
24 FINANCIAL REVIEW
27 CORPORATE INFORMATION
This annual report has been reviewed by the Company’s Sponsor,
PrimePartners Corporate Finance Pte. Ltd. (the “Sponsor”). It has not
been examined or approved by the Singapore Exchange Securities Trading
Limited (the "Exchange") and the Exchange assumes no responsibility for the
contents of this document, including the correctness of any of the statements
or opinions made or reports contained in this document.
The contact person for the Sponsor is Mr. Joseph Au, 16 Collyer Quay, #10-00
Income at Raffles, Singapore 049318, [email protected] sg.
Corporate
Profile
Kimly Limited (the “Company” or “Kimly”, and together with
its subsidiaries, the “Group”) is one of the largest traditional
coffeeshop operators in Singapore with more than 30 years
of experience. The Group operates and manages an extensive
network of 85 food outlets under “Kimly”, “foodclique” and a third
party brand, 139 food stalls comprising Mixed Vegetable Rice,
Teochew Porridge, Dim Sum, Seafood “Zi Char”, Kanaaji Japanese
Tonkatsu, two Tonkichi restaurants and seven Rive Gauche
confectionery shops.
While keeping to the heritage of a traditional coffeeshop that
provides affordable food for all, Kimly is also constantly
modernising to keep up with the times and changing consumer
trends, through digitalisation, strengthening the operations and
upscaling capabilities. All its food retail products are currently
available for online ordering through Deliveroo, Foodpanda,
GrabFood and Oddle.
The Group continues to proactively extend its footprints and
revenue streams through suitable merger and acquisition
(“M & A”) projects.
The Company was successfully listed on Catalist of the SGX-ST
on 20 March 2017.
K I M LY L I M I T E D02
03A N N U A L R E P O R T 2021
OUTLET MANAGEMENT DIVISION
Under our Outlet Management Division, the Group operates
and manages 67 coffeeshops, and seven industrial canteens,
and two food courts under the “foodclique” brand.
With our proven and established track record as a food outlet
operator, we have been able to attract quality and anchor
tenants with whom we have forged strong longstanding
relationships. As at the date of this report, Kimly maintained
a healthy occupancy rate of 98% for a total of 680 stalls within
our managed food outlets.
FOOD RETAIL DIVISION
Catering to a broad and varied customer base and supported by
our Central Kitchen, the Group’s 139 food stalls, two Tonkichi
restaurants and seven Rive Gauche confectionery shops under
our Food Retail portfolio comprises:
Our Central Kitchens supply sauces, marinades, pastries
and semifinished food prod ...
The document discusses various aspects of organizing a small business, including forming a management team, legal structures, alliances, and boards of directors. It describes the characteristics of effective management teams and compares different legal forms like sole proprietorships, partnerships, C corporations, S corporations, limited liability companies, and nonprofits. Key factors for choosing a legal structure include costs, continuity, ownership transferability, liability, tax implications, and attracting capital. Specialized forms provide benefits like limiting liability for owners while passing tax obligations to individuals. Well-structured organizations and governance help small businesses succeed.
The document discusses understanding a firm's financial statements. It describes the purpose and key components of an income statement, balance sheet, and cash flow statement. The income statement shows profit/loss over time, the balance sheet shows assets, liabilities, and equity at a point in time, and the cash flow statement shows cash inflows and outflows from operating, investing, and financing activities. Viewing the statements together provides a more comprehensive view of the firm's financial position.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether the market and competitive advantages are strong and whether management has the capability to execute the strategy. The document provides frameworks to screen ideas and identify any fatal flaws that could cause a startup to fail.
This document discusses developing startup ideas and assessing business opportunities. It covers identifying potential new products or services, using innovative thinking to generate ideas, and analyzing opportunities both from an outside perspective considering the general business environment and industry, and from an inside perspective evaluating a firm's own resources and capabilities. Key frameworks covered include the SWOT analysis to integrate internal and external assessments, and identifying opportunities that match a venture's strengths in the "sweet spot" of high opportunity and low threat. The overall goal is to help entrepreneurs screen ideas and identify those with the greatest potential feasibility.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether there is a market need and competitive advantage, the management team's capabilities match the venture, and there are no fatal flaws like lack of market potential. The most promising ideas are those in an entrepreneur's opportunity "sweet spot" that have strengths outweighing weaknesses and opportunities outweighing threats.
The document discusses entrepreneurship and small businesses. It defines what constitutes a small business and outlines various types of entrepreneurs, including founders, franchisees, and social entrepreneurs. The document notes that small businesses make up most businesses and employment in the US. It also discusses motivations for becoming an entrepreneur, including being passionate about an idea, seeking challenges, or leaving an undesirable job situation. Overall, the document provides an overview of entrepreneurship, small business ownership, and reasons why people become entrepreneurs.
The document discusses franchising and buying existing businesses. It defines key terms related to franchising like franchisor and franchisee. The pros and cons of franchising are outlined, including the potential for success but also costs and loss of independence. The process for evaluating franchise opportunities is described, including investigating the franchisor and franchisees. Requirements for franchise disclosure documents are also reviewed. Regarding buying existing businesses, reasons why such as reducing startup risks are provided. Steps for finding, investigating and evaluating potential businesses to purchase are then outlined.
This chapter discusses franchising and buying existing businesses as options for starting a small business. It defines key terms related to franchising like franchisor, franchisee, and franchise disclosure document. The chapter covers evaluating franchise opportunities, including investigating the franchise and reviewing its disclosure documents. It also discusses reasons for buying an existing business, such as reducing startup risks. The process for evaluating potential acquisitions, including due diligence investigations of financials and valuations, is also outlined.
The document discusses organizational buying behavior and outlines several key concepts:
1) It describes the decision process organizational buyers follow and how marketers can tailor their strategies.
2) It identifies different types of buying situations and the appropriate marketing response.
3) It examines the individual, group, organizational, and environmental factors that influence purchasing decisions.
Strategic management and strategic competitiveness.pptxAndyCNiu
This chapter discusses strategic management and competitiveness. It introduces strategic concepts like competitive advantage and the strategic management process. It describes the increasingly global and technology-driven competitive landscape that firms operate within. The chapter outlines two models - industry organization and resource-based - that explain how firms can earn above-average returns. It also discusses vision/mission, stakeholders, strategic leaders, and the overall strategic management process of analyzing, strategizing, and ensuring performance.
0 chapter 4segmenting the business market and estimating segmssuserfa5723
This chapter discusses segmenting the business market and estimating demand within market segments. It covers identifying meaningful market segments based on characteristics like company size, location, purchasing behavior, and key decision makers. The chapter also outlines qualitative and quantitative techniques for forecasting demand within each segment, which is important for supply chain management. Effective segmentation and demand estimation allow companies to tailor their marketing strategies to specific customer groups.
The document discusses key concepts around creating and pricing products to satisfy customers. It covers classifying products as consumer or business products and explains their different categories. It also defines the product life cycle and important stages. Additional topics include product lines and mix, managing product mix through modification or new product development, reasons products fail, and the importance of branding, packaging and labeling.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
8+8+8 Rule Of Time Management For Better ProductivityRuchiRathor2
This is a great way to be more productive but a few things to
Keep in mind:
- The 8+8+8 rule offers a general guideline. You may need to adjust the schedule depending on your individual needs and commitments.
- Some days may require more work or less sleep, demanding flexibility in your approach.
- The key is to be mindful of your time allocation and strive for a healthy balance across the three categories.
Post init hook in the odoo 17 ERP ModuleCeline George
In Odoo, hooks are functions that are presented as a string in the __init__ file of a module. They are the functions that can execute before and after the existing code.
Get Success with the Latest UiPath UIPATH-ADPV1 Exam Dumps (V11.02) 2024yarusun
Are you worried about your preparation for the UiPath Power Platform Functional Consultant Certification Exam? You can come to DumpsBase to download the latest UiPath UIPATH-ADPV1 exam dumps (V11.02) to evaluate your preparation for the UIPATH-ADPV1 exam with the PDF format and testing engine software. The latest UiPath UIPATH-ADPV1 exam questions and answers go over every subject on the exam so you can easily understand them. You won't need to worry about passing the UIPATH-ADPV1 exam if you master all of these UiPath UIPATH-ADPV1 dumps (V11.02) of DumpsBase. #UIPATH-ADPV1 Dumps #UIPATH-ADPV1 #UIPATH-ADPV1 Exam Dumps
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
Artificial Intelligence (AI) has revolutionized the creation of images and videos, enabling the generation of highly realistic and imaginative visual content. Utilizing advanced techniques like Generative Adversarial Networks (GANs) and neural style transfer, AI can transform simple sketches into detailed artwork or blend various styles into unique visual masterpieces. GANs, in particular, function by pitting two neural networks against each other, resulting in the production of remarkably lifelike images. AI's ability to analyze and learn from vast datasets allows it to create visuals that not only mimic human creativity but also push the boundaries of artistic expression, making it a powerful tool in digital media and entertainment industries.
Creativity for Innovation and SpeechmakingMattVassar1
Tapping into the creative side of your brain to come up with truly innovative approaches. These strategies are based on original research from Stanford University lecturer Matt Vassar, where he discusses how you can use them to come up with truly innovative solutions, regardless of whether you're using to come up with a creative and memorable angle for a business pitch--or if you're coming up with business or technical innovations.
Brand Guideline of Bashundhara A4 Paper - 2024khabri85
It outlines the basic identity elements such as symbol, logotype, colors, and typefaces. It provides examples of applying the identity to materials like letterhead, business cards, reports, folders, and websites.
How to Create a Stage or a Pipeline in Odoo 17 CRMCeline George
Using CRM module, we can manage and keep track of all new leads and opportunities in one location. It helps to manage your sales pipeline with customizable stages. In this slide let’s discuss how to create a stage or pipeline inside the CRM module in odoo 17.