Sustainable Tourism Development Free Writing Sample

Sustainable tourism is a concept that envelopes the whole tourism experience, with the concern for economic growth, environmental issues, social factors and improving tourists’ affairs as well as attending to the wants of host communities. The United Nations of Environmental Organization defines sustainable tourism as fully accounting for its present and future social, economic, and environmental effects, attending to the wants of the industry, visitors, host communities, and the environment (Angelevska-Najdeska, 2012). Thus, it is inclined to acknowledge every impact of tourism, both negative and positive, and it has an objective to maximize the positive and minimize the negative impacts to acquire the desired results. For instance, Cambodia’s tourism industry and destination are more recognized because it is the major source of income (Rakicevik, 2012). Cambodia is a third-world country with high technology techniques in the modern economy, and it is vulnerable to major concerns of any international problem that can be created. A study taken in Cambodia is a profound interest in international tourism development exploration in the third world. While tourism may negatively impact the local people, it regulates the economic growth of a country over a longer period. Cambodia has mantled the brand new 2030 agenda for sustainable advancement in eradicating poverty in all ways and dimensions. The international preview of tourism has shown that no matter the kind of tourism undertaken will involve a series of negative and positive impacts at the social and environmental levels (Byrd, 2007). The tourism boards have laid principles and guidelines to protect and protect the tourism industry from being exploited by human influence. Sustainable guidelines and management practices are relevant to all forms of terminals (Carter, 2015), including various tourism sections. Sustainability principles refer to the economic, environmental, and sociocultural characteristics of tourism industry development, and a favourable balance should be entrenched between all dimensions to guarantee long-term viability. The principle denotes that the resources that add to the key elements in tourism advancement, biodiversity conservation, and natural heritage should be optimally used. The available resources should be well utilized to bring out the desired output in the tourism industry (Chheang,2015). Secondly, another principle of sustainability tourism urges respecting the sociocultural legitimacy of host communities, conserving living and building cultural heritage together with traditional values, and adding some value to intercultural tolerance and understanding. Lastly, another principle ensures long-term economic functionalities and socio-cultural-economic merits to all shareholders that are distributed equally and stable income generation opportunities with social services and giving a hand to poverty alleviation (Sheridan, 2014). Hence, tourism development needs the informed involvement of all relevant shareholders and rigid political leadership to ensure consensus building and wide participation. Achieving the required objectives is an ongoing process, and it needs constant evaluation of impacts and the introduction of obligatory preventive and corrective strategies whenever called upon (Huang, 2009). Therefore, sustainable tourism is mandated to maintain contentment, ensure tourists have the best experience testimonials and promote tourism practices among them.

Stakeholders play a very important part in the evolution of the tourism industry. They supervise all the traditional and social practices and activities of every individual from different countries ( Lam, 1998). The private and public sector stakeholders have come together to execute the values and principles of business tourism. The tourism industry increases economic revenue, develops the infrastructure sector of an economy, creates employment opportunities, and advocates a sense of cultural swapping between citizens and foreigners. The participation of stakeholders is an important factor in the solid success of sustainable tourism advancement by helping balance and coordinate decision-making models based on the interests and needs of relevant parties. In the tourism industry, there are different types of stakeholders. The primary stakeholders comprise employees, shareholders, managers, and the board of directors. Employees of the tourism firm are invested in the company’s performance to ensure continuous payment and retainment of their jobs. Relying on the complexion of the business, the employees also have a safety and health focus. Hence, they should consider the firm’s aims and its sense of purpose. The role of employees in the tourism industry is very beneficial because they interact directly with the clients.

Further, they try, to higher extents, to ensure the clients are fully satisfied. Shareholders are only interested in a strong performance to achieve high-profit margins from their investments. Traditionally, most businesses have got along with a model of business model o shareholder centric. However, the realization of focus broadening on stakeholders makes it better for a long-term sense of business. On the other hand, managers are centred on project management and the normal running of the business. They manage all activities taking place in the firm at a ground level. They are crucial in realizing the immediate weaknesses and problems emerging during a business run. They can act upon these faults immediately for better performance of a company. Lastly, the board of directors plays a role in the efficient running of the business and achieving its prime focus by maximizing the business profits and attaining returns for investors.

On the other hand, external stakeholders comprise customers, government agencies, investors, and the wider community. Customers need to receive the best services and products possible. Also, they would want to see the business being important to society and reduce the negative environmental impacts. Suppliers will always require the business to demand more services and products. Government, regulatory bodies, and the community at large will look at the business as a source of job opportunities, supplier of goods and services, the user of the final products, and improving the economic state of a country. For instance, Cambodia has greatly benefited from the tourism firms and the role of stakeholders in the tourism industry has greatly geared its benefits.

The tourism industry faces many challenges, with macro-environmental factors being the major ones. The major factors affecting sustainable tourism industry development are; educational needs, economic concerns, tourism awareness, natural resources, demographic factors, legal and political forces, and technological factors. These factors impact the tourism industry in both negative and positive perspectives. Educational needs play a big role in student preparation to acquire professional knowledge and practical skills the tourism industry needs. Because tourism is a sector with intensive labour requirements, it is evident that practical training is as crucial as theoretical training. Learners are taking part in experiential studying in a field practical training environment aided with online applications yields a positive effect on reflection, awareness, and leadership skills. The industry’s workability will depend on employees’ knowledge and skills in demonstrating their work abilities in the business. Unskilled workers with low-level knowledge will not push the business to meet its objectives and desires as projected by the stakeholders. Education systems should be formulated and channelled to equip employees with the proper skills and knowledge for better tourism expansion. Economic state concerns also hinder the viability of the tourism industry. For instance, it relates to government contributions, employment generation, business opportunities, and earnings from foreign exchange. However, economic factors are advantageous to society today by creating a source of income for individuals and the state. For instance, Cambodia’s tourism and travel industry is an indispensable engine of its economic growth and expansion. It contributes 11.5% to the entire domestic product, sustains approximately 12.4 % of employment opportunities, and generates around $2.2 billion in tourism receipts. Tourism’s economic impacts are improved taxes, high standards of living, and increased income with more job opportunities.

Sociocultural effects are attached to interactions between individuals with different attitudes, behaviours, and cultural backgrounds. Cambodia’s incompetence to nourish the product bucket is extrapolated by inadequate labour and low per capita income, which eventually equates to developing economic complications. Tourism awareness also entails using available environmental resources to maintain the ecological balance in the atmosphere for better development (Getz, 2009). The surrounding is crucial to every creature that beckons the urge for tourism among many countries worldwide. Demographic elements hindering tourism typology include age, gender, income, household size, and nationality, whereas income hinders information sources, browsing time, and loyalty to agencies. Therefore, a change in demography influences economic growth rate, living standards, investment, and structural productivity. Finally, another macro environment factor contributing to the sustainable development of tourism is political and legal factors. In the long run, the governance of a country often influences the development sustainability in formulating regulations regarding border entry, visa, and tourist taxation. These regulations may either constrain or expand the activities of a tourism organization.

However, in selecting a tourist centre, clients tend to categorize their substitute choices based on a variety of touchstones, such as the domination perceptivity of a customer from one destination, self-motivation alongside time and money motivation. There are two motivating factors in the human psychology domain: intrinsic and extrinsic. Intrinsic factors describe the motivations of a tourist to conduct himself or herself in the view of personal satisfaction, high-level personal determination, pleasure, and autonomy without any panic of external force. This motivation concerns certifying one’s capabilities on unlike psychological fronts. Thus the tourists opt for intangible rewards like assurance and fun (Leung & Wong, 1998). These motivation factors include the tourist’s personality, values or beliefs of the tourist, customer attitudes, and his or her personality. In extrinsic motivation, a visitor gets excited by outward factors such as performance, money, and the urge to feel competent on the expenditure scale (Sutawa, 2009). External motives are liable to influence visitors and pull them toward a certain motive and subsequent decision. Therefore, motivation is the underlying strength of uplift and straightly affects behaviour.

Nevertheless, it appears when one attends to his desires. First, the issue of accommodation and the quality of food provided Is a great factor to consider when choosing a tourist attraction centre. An attraction with fancy and standardized accommodation alongside good food is likelier to have more visitors than a site with unstandardized accommodation and low-quality food. External factors such as money and the need to feel competent in expenditure and performance scale influence visitors’ interest in choosing a tourist site. The family and age factors greatly affect the structure and income perspective (Torres-Delgado, 2014). Nowadays, nuclear structure families, alongside double income, seem to choose long-distance tourism more than joint families with single-earning individuals interested in domestic places. Social class and culture are also motivating factors, whereas different tourists from different cultural backgrounds prefer to visit different events, places, and types of tourism. Lastly, the ever-altering of retail variables changes tourism. Changes in currency value, economic well-being, and political situations of a nation influence tourism.

To conclude, as discussed above, it is evident that sustainable development displays stability in environmental requirements. It provides resources for future generations; therefore, sustainable development is an appealing way to take good care of the resources provided naturally. The Cambodian state has established a rigid policy model for achieving a sustainability vision (Tsephe, 2013). The future building of worldwide tourism needs to be clarified due to the different worth and different aims existing in stakeholders within the end of the line. However, the tourism ministry should take control and administer a centre differentiation structure by aiming at sustainable tourism to enhance its development. Due to these impacts on the community, international tourism has been undermined by internal and external factors. However, stakeholders have played a great role in formulating models that will amicably guide the sites and their markets.


Angelevska-Najdeska, K. and Rakicevik, G., 2012. Planning of sustainable tourism development. Procedia-Social and Behavioral Sciences44, pp.210-220.

Byrd, E.T., (2007). Stakeholders in sustainable tourism development and their roles: applying stakeholder theory to sustainable tourism development. Tourism review.

Carter, R.W., Thok, S., O’Rourke, V. and Pearce, T., (2015). Sustainable tourism and its use as a development strategy in Cambodia: a systematic literature review. Journal of Sustainable Tourism23(5), pp.797-818.

Chheang, V., 2008. The political economy of tourism in Cambodia. Asia Pacific Journal of Tourism Research13(3), pp.281-297.

Chheang, V., 2009. Tourism development in Cambodia: Opportunities for Japanese companies. Major industries and business chance in CLMV countries, pp.7-42.

Ellis, S. and Sheridan, L.M., 2014. The legacy of war for community-based tourism development: learnings from Cambodia. Community Development Journal49(1), pp.129-142.

Huang, S.S., and Hsu, C.H., 2009. Travel motivation: linking theory to practice. International journal of culture, tourism and hospitality research.

Lam, T., 1998. Tourism in Cambodia: An overview of Cambodian international tourism and its development potential. Pacific Tourism Review1(3), pp.235-241.

Leung, P., Lam, T. and Wong, S., 1996. Tourism development in Cambodia: An analysis of opportunities and barriers. Asia Pacific Journal of Tourism Research1(2), pp.27-33.

Liu, Z., 2003. Sustainable tourism development: A critique. Journal of sustainable tourism11(6), pp.459-475.

Pigram, J.J. and Wahab, S. eds., 2005. Tourism, development, and growth: the challenge of sustainability. Routledge.

Poudel, S., Nyaupane, G.P. and Budruk, M., 2016. Stakeholders’ perspectives of sustainable tourism development: A new approach to measuring outcomes. Journal of Travel Research55(4), pp.465-480.

Sharpley, R., 2009. Tourism development and the environment: Beyond sustainability? Routledge.

Sutawa GK. Issues on Bali tourism development and community empowerment to support sustainable tourism development. Procedia economics and finance. 2012 Jan 1;4:413-22.

Timur, S. and Getz, D., 2009. Sustainable tourism development: How do destination stakeholders perceive sustainable urban tourism? Sustainable Development17(4), pp.220-232.

Torres-Delgado, A. and Saarinen, J., 2014. Using indicators to assess sustainable tourism development: a review. Tourism Geographies16(1), pp.31-47.

Tsephe, N.P., and Obono, S.E., 2013. A theoretical framework for rural tourism motivation factors. International Journal of Economics and Management Engineering7(1), pp.273-278.

Synthesize Health Sector Best Practice Writing Sample

Developing professional relationship

Effective relationship at work is crucial as it makes one’s work enjoyable. A good relationship at work allows colleagues to feel comfortable around one another at their places of work. It encourages colleagues to give their opinions freely when the need arises, adopt new ideas, and brainstorm on issues to deliver services successfully at work (Garbett & Thomas, 2020). In order to build a professional relationship, I would deploy respect for one another at work and have open communication with my colleagues. Other strategies I can use to build a professional relationship include encouraging self-awareness and trust. Deploying such vices would guarantee an excellent professional relationship.

Trusting my colleagues would enable me to remain open and honest in my ideas and actions. It would enable me to avoid mistrust with my colleagues. Self-awareness would enable me to avoid causing issues with people around me due to my negative emotions, improving a professional relationships. Open communication builds professional relationships since it forms the basis upon which one can develop good relationships (Garbett & Thomas, 2020). Notably, the more you communicate with an individual, the more you connect and build an excellent professional relationship. Finally, respect strengthens a professional relationship. Respect allows one to value an individual’s ideas and wisdom, which are crucial in developing professional relationships.

Conditions for severing a networking relationship

There are specific conditions that justify the need to sever a networking relationship. Such conditions include the Possibility of a negative reputation and doubtful intentions or relationships (Oksa et al., 2021). Others include more giving than taking and attempts at excessive sales.


There are specific relationships where one party offers more than the other. In such an arrangement, one party only feels it necessary to communicate with the other when the other party requires a favor. It leads to an unwanted relationship. Certain relationships would create a negative reflection of yourself (Oksa et al., 2021). It would be best if you walked out of such relationships to protect your reputation. Also, users of social media platforms such as LinkedIn promotion may have been contacted by an individual for the sole purpose of sales and promotion, which can be annoying. Finally, since networking platforms are sometimes platforms for business opportunities and job recruitment, users must remain mindful and push for connections that would have positive things to say about their personality and work ethics, among others, as opposed to negative stories.

Tackling the ramifications of such action

The cancelation of networking partnerships can induce negative consequences. Therefore, it is important to do so on a positive note. It is crucial to stay away from aggression and pointing fingers since it might infuriate the opposing group, prompting them to retaliate. Under such circumstances, I would remain courteous, truthful, and concise in my communication. Other effective strategies of cutting links include pointing out the progress made in an organization as a result of that relationship and thanking the person for their contributions (Nicola et al., 2020). Then proceed to discuss the issues that have arisen as a result of the interaction. I would always strive to keep the separation moment in mind when writing any potential contracts.

The only way to deal with the consequences is to treat the severing effectively. If damage control is needed, make every effort to remain as transparent as possible. It is incredibly difficult to restore faith in any relationship once the faith is lost (Nicola et al., 2020). We live in a small world. As such, it is necessary to treat people with dignity and professionalism at all times.


Garbett, D., & Thomas, L. (2020). Developing inter-collegial friendships to sustain professional wellbeing in the academy. Teachers and teaching26(3-4), 295-306.

Oksa, R., Kaakinen, M., Savela, N., Ellonen, N., & Oksanen, A. (2021). Professional social media usage: Work engagement perspective. New media & society23(8), 2303-2326.

Nicola, G., Gheorghiu, I. M., Scarlatescu, S., Constantinescu, F. E., & Perlea, P. (2020). Managing the relationship with the press in the context of medical malpractice accusation. Rom J Leg Med28, 348-354.

Managing Enterprise In The 21st Century Sample College Essay


Every revision to the business plan is made with the company’s best interests in mind and serves to further the company’s pursuit of its stated objectives. A company will only succeed with good long-term planning and poor operations and maintenance. The strategy simplifies the situation and provides an answer to the issue. In addition to solving the firm’s problems, a well-thought-out business plan may make it crystal clear what that business’s objectives are, how they will be attained, and when they will be put into action. The business plan is like the seed germinating into a thriving enterprise; thus, it is essential for successful farming. Each team member has the opportunity to grow in theoretical knowledge and hands-on experience as they work together to craft the company’s business strategy. Their personal and professional lives will benefit from this newly acquired information.


The Vital Fruit Juice Company produces nonalcoholic beverages. Its primary products are fruit drinks containing all the essential vitamins required by humans, thus the name vital. There are several nonalcoholic drinks now available on the market. The majority of them lack nutritional value since they are composed of chemicals that are hazardous to the customer. Vital fruit juices are produced from pure fruit with the addition of permitted preservatives to extend their shelf life. The three tastes of vital fruit drinks are mango, pineapple, and passion. These are the most widely available varieties of fruit juices on the market. The firm plans to boost the number of flavors to six shortly by releasing watermelon, peach, and orange tastes. These are in-demand fruits, and the business intends to produce them after the first three have begun to perform well on the market (Olson & López, 2009).

Company Overview

The Vital Fruit Company is a leading manufacturer and distributor of premium, organic fruits, and vegetables. Founded in 1996, the company has grown to become one of North America’s most prominent purveyors of organic produce. With its headquarters in Vancouver, Canada, the Vital Fruit Company distributes its products to over 3,000 retailers in the United States, Canada, and Mexico. The company’s mission is to provide consumers with the freshest and highest quality products available while, at the same time, making sure that its operations have a positive impact on the environment. To achieve this goal, the company only sources its fruits and vegetables from certified organic farms, which are inspected regularly to ensure that they follow sustainable farming practices. Additionally, the company works with local farmers’ markets across the continent to provide a wide variety of seasonal produce. The Vital Fruit Company also takes great pride in giving back to the community. Through its charitable arm, the Vital Fruit Foundation, the company provides free healthy meals to low-income families and needy individuals. The company also sponsors a variety of educational initiatives for children, including its “Kids in the Garden” program, which teaches kids about the importance of eating healthy and how to grow their food.

Market Analysis

The non-alcoholic beverage market is a rapidly growing industry with an estimated global market size of $11.7 billion in 2020 and is projected to reach $18.2 billion by 2026. The main drivers of growth are increasing health consciousness, the availability of new products, and an expanding global market. The increasing demand for healthier, natural beverage options is expected to drive the market. Consumers are becoming increasingly aware of the health benefits of natural ingredients and are looking for products that provide them with a healthy alternative to sugary, carbonated beverages. The company’s target market is health-conscious consumers, particularly those looking for natural, low-sugar beverage options. The company will focus on marketing its products to health-conscious individuals, such as athletes, fitness enthusiasts, and those looking to lead a healthier lifestyle.

Marketing Plan

The company’s marketing plan will focus on creating a solid brand identity. The company will focus on developing a recognizable logo and brand name to differentiate itself from other non-alcoholic beverage producers. The company will use various traditional and online marketing techniques to reach its target market. This will include print advertisements in health-related magazines, online advertising, and social media campaigns. The company will also focus on creating relationships with key influencers in the health and fitness space to help build brand awareness. The company will focus on creating an online presence through a website and social media accounts. The website will showcase the company’s products, provide information about the company and its mission, and allow customers to purchase products online. The company’s social media accounts will be used to engage with customers, provide information about the company, and promote products.

Financial Plan

The financial plan for Vital Fruit Company will focus on securing the necessary funds to launch and grow the business. The company plans to raise $1 million in capital to cover the costs of product development, marketing, and operations. The company expects to generate $2 million in revenue in its first year of operations and is projected to reach $5 million in revenues by its third year. The first step in creating a financial plan for Vital Fruit Company is to make projections for the company’s income and expenses. To make these projections, the company needs to consider potential sales, the cost of goods sold, and other costs associated with running the business. This information should be used to create a budget to help the company stay within its financial boundaries. The second financial plan step is determining the company’s financing needs. This could include getting a loan, raising capital from investors, or working with a partner. A combination of these options may be necessary depending on the company’s needs. The third step in the financial plan is establishing an accounting and record-keeping system. This includes setting up a system to track income and expenses and creating an internal control system to ensure the accuracy of financial information. It also includes setting up a system to track customer payments and accounts receivable. These records should be regularly reviewed to ensure they are accurate and up-to-date. Finally, the financial plan should include a plan for how to use the company’s profits. This could include reinvesting in the business, paying dividends to shareholders, paying down debt, and creating a reserve fund.

Trends in the non-alcoholic beverage company

Several developments and advancements are occurring in this field. There are several fruit beverage trends in this area. Most enterprises have eliminated the use of chemicals in the production of fruits. They use actual fruit in the production of their goods. This has made the competition much more intense than previously. People might select between artificial juice and more costly genuine fruit juice. This is no longer the case. The second development is packing. Plastic bottles are gradually losing market share. Various factors have led to the usage of alternative packaging materials. Plastic bottles, which are inexpensive to make, are not disposable, and are renowned for harming the environment. Therefore, essential fruit juices will be sold in more expensive tetra packs (Olson & López, 2009).

Despite these tough tendencies, the company’s selection of fruit juice as a nonalcoholic beverage is crucial. The primary reason is that the items are doing well in the marketplace. The high demand for fresh fruit juice indicates that the firm will produce many goods. Secondly, the business is positioned near an apple orchard. Fresh fruits are abundant on the lower shore (Olson & López, 2009). Thirdly, producing alternative nonalcoholic drinks, such as carbonated ones, is costly. Due to the dominance of a few well-known market players, competition for such beverages is likewise quite fierce. This firm hopes to expand in the future. e. For its continued development, fruit juices are the optimal choice. They are always accessible and straightforward to get b. They need little effort to manufacture or sell. In the past, the industry has performed well. All fruit juice companies declare profits annually; thus, if Vital Fruit Juices develops excellent goods, they will be accepted on the market, and the firm will begin to record profits within two years. s. Two years following the product’s launch, earnings will increase, leading to new items on the market and corporate expansion (Olson & López, 200). 9).

Strategic Position

The strategic stance of the bet is to provide the best product. Since the product is new to the market, many consumers will switch to utilizing it if it is successful. Producing a superior product is complex, but it is possible. The management will have to guarantee that only the finest fruits are used in the production of the product, and the packaging should be environmentally friendly. The product will distinguish itself, and new consumers will desire a taste. Profits may be obtained sooner than expected if the product is the greatest and performs well on the market (Rothaermel, 2013).

Distribution channels

This product is best distributed via indirect channels. Other categories fall under this channel, but the two-tiered distribution route utilized for fast-moving items is the most advantageous for essential Fruit Juice. This product is very perishable; thus, the sooner it reaches the market, the better for all customers. Fruit juices will be sold in bulk to wholesalers, who will then sell them to retailers, who will then sell them to consumers. This beverage will be suitable for all merchants, regardless of size. In sports events, merchants must carry the goods to the customers (Dent, 2011). This region has a high consumption of healthy beverages. Restaurants and grocery shops will buy the goods from wholesalers, then sell them to the final consumer. Vital fruit juice will not be sold to customers directly.


Uncertainty is something that every company has to deal with. The regulatory environment presents a significant threat to the beverage industry, especially the nonalcoholic beverage sector. There are rigorous inspections of all consumables. The most significant threat is that the items will not last long enough in storage. This increases the likelihood that they will not be purchased before they expire. There are stringent regulations regarding the use of preservatives in food and drink. In the event of a violation, the corporation may incur penalties for using excessive preservatives. Financial risk is the second category. All money-related matters need to be handled by management. The biggest threat is that the company will only collapse if its finances are well managed. Reputational risk constitutes the third category (Sadgrove, 2014). The company’s standing in the market might be jeopardized if its operations fail or its output could be better. The public will begin to distance themselves from the brand.

Vital Fruits Company will take precautions against overproduction and proper use of preservatives in order to comply with all applicable regulations and reduce the likelihood of a fine. They will only make more if there is a real need for it. The administration will competently handle the financial resources. Having a budget that guarantees a steady flow of cash in the business is the most excellent method to lessen the impact of any potential adverse outcomes. Creating high-quality goods may reduce exposure to reputational risk. Because it is recognized for making high-quality goods, consumers will want to be linked with the brand (Sadgrove, 2014).

Target Market

The target market for Vital Fruit Company for non-alcoholic beverages is people who are health conscious and looking for a healthier alternative to traditional sugary drinks. This target market consists of people from all walks of life, including those who want to replace their current sugary drinks with healthier options and those looking for something new and unique. The target market for Vital Fruit Company includes individuals trying to lead a healthier lifestyle and looking for a drink that tastes great and provides them with the vitamins and nutrients they need. These individuals are looking for a drink that has no artificial ingredients and is free from added sugars and preservatives. They are looking for a refreshing, natural beverage low in calories and contains real fruit juices, vitamins, and nutrients. Vital Fruit Company also appeals to those looking for something different and unique. They are looking for a product that stands out from traditional sugary drinks and offers more than just the same old soda or juice. They want something made with natural ingredients and a healthier alternative to traditional drinks. Finally, Vital Fruit Company appeals to those looking for a convenient and easy-to-carry beverage. These individuals are looking for something that can be taken on the go or easily stored in a fridge. They are looking for something that is easy to prepare and can be enjoyed anytime, anywhere.


In conclusion, the Vital Fruit Company is a young company with the mission of giving people concerned about their health natural, healthier beverage alternatives. The firm’s goals, objectives, and strategies for success are outlined in the business plan for the company. A current market study for non-alcoholic drinks, an explanation of the company’s marketing strategy, and a financial plan for acquiring the required money to establish and expand the firm are all included in the plan. The Vital Fruit Company has the potential to become a market leader in the non-alcoholic beverage industry if the appropriate strategy and implementation are used.


Dent, J. (2011). Distribution channels: Understanding and managing channels to market. London: Kogan Page. w York: McGraw-Hill Irwin.

Olson, J. S., & López, C. (2009). Build your beverage empire: Develop, market, and sell your beverages. S.l.: Cube17, Inc.

Rothaermel, F. T. (2013). Strategic management: Concepts. Ne

Sadgrove, K. (2014). The complete guide to business risk management. Farnham: Gower

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