Case Study Rubric
In a group of 5, you are required to perform a SWOT analysis of Gong Cha’s Return to Singapore: Rebuilding a Popular Bubble Tea
Franchise Case Study.
Since this is a group task, an individual submission will not be accepted.
The case study should include (1) a cover page, (2) an introduction, (3) a brief summary of the case study, (4) a SWOT analysis
(separated by (a) Strengths, (b) Weaknesses, (c) Opportunities, and (d) Threats), (5) a conclusion, and (6) a reference. The
assignment must be submitted through Canvas and the deadline for submission is Sunday, March 3rd, 2024 at 11.59 p.m.
Items
Excellent (3/3)
Good (2/3)
Introduction
An introduction of the assignment is
presented in a clear and concise
manner. The introduction provides
insights into the topic.
Brief description of the
case study
The description of the case study
provides insights into the topic.
SWOT Content
Clearly identifies the internal
strengths and weaknesses
associated with the topic and the
external opportunities and threats
that need to be aware. The SWOT
analysis is thorough, with reasoning
for each point provided. No major
points are missing or erroneously
categorized.
Identifying and
Evaluating Alternative
Actions
Clearly identifies and evaluates 2-4
potential broad strategic actions
that can be taken to address
An introduction of the assignment is
somewhat presented in a clear and
concise manner. The introduction
provides somewhat insights into the
topic.
The description of the case study
provides somewhat insights into the
topic.
The internal strengths and
weaknesses associated with the topic
and the external opportunities and
threats that need to be aware of are
somewhat identified. The SWOT
analysis is not adequately detailed,
with little reasoning for each
individual point provided. Some
major points are missing or
erroneously categorized.
Little potential broad strategic
actions that can be taken to address
problems/issues are identified and
Needs work (1/3)
An introduction to the assignment
study is poorly presented. The
introduction provides a lack of
insights into the topic.
The description of the case study
provides a lack of insights into the
topic.
Poorly identifies the internal
strengths and weaknesses associated
with the topic and the external
opportunities and threats that need
to be aware. The SWOT analysis is
vague, without appropriate reasoning
for each individual point provided.
Major points are missing or
erroneously categorized.
Poorly identifies and evaluates
potential broad strategic actions that
can be taken to address
Organization and
Presenting
problems/issues. The list of
alternative actions is fairly
complete, with actions reasonable
with respect to the SWOT analysis.
The evaluation of each action is
detailed, evaluating the advantages
and disadvantages of the action, and
stating any necessary assumptions.
evaluated. The list of alternative
actions is somewhat complete, with
actions reasonable with respect to
the SWOT analysis. The evaluation of
each action is detailed but fails to
evaluate the advantages and
disadvantages of the action and state
any necessary assumptions.
The document is very well
organized, and the presentation
demonstrates sophisticated clarity
and conciseness.
The document is mostly well
organized, and the presentation is
mostly clear and concise, with some
minor errors.
problems/issues. The list of
alternative actions is poorly
complete, without actions reasonable
with respect to the SWOT analysis.
The evaluation of each action is little
or vague, poorly evaluating the
advantages and disadvantages of the
action, and poorly stating any
necessary assumptions.
The document is poorly organized
and/or the presentation is
unfocused, confusing, and contains
errors. The document is significantly
shorter or more than the indicated
page limit.
047SMU
GONG CHAÂ’S RETURN TO SINGAPORE: REBUILDING A
POPULAR BUBBLE TEA FRANCHISE
We spelt out our vision – ‘GC plus one’ – to the team very clearly. GC stands for Gong Cha. We
must always have a “plus one”. It means always adding something – a new outlet, a new brand, a
new market.
– Kang Puay Seng, CEO, Gong Cha (Singapore)
It was April 2023. Bubble tea chain Gong Cha (Singapore) had opened a new outlet in Millenia Walk
shopping mall in the downtown area not long ago. This was its fifth year in the city-state after it had
exited the market for six months from June to December 2017. Prior to June 2017, the chainÂ’s
Singapore operations had been managed by a different franchisee, and at that time, it had operated a
total of 80 outlets.
Kang Puay Seng, CEO of Gong Cha (Singapore), the current master franchisee, was in a
contemplative mood. In the course of those five years, much had happened. More and more bubble
tea businesses had begun to spring up, all competing for a share of the limited pie as the Singapore
bubble tea market became more crowded than ever. Then there was the COVID-19 pandemic. During
the two-month state-imposed circuit breaker from April to June 2020, which was intended to
minimise and prevent transmission of the coronavirus across the island, bubble tea outlets were
deemed “non-essential” businesses, so they had to be shut.
Still, it was not all gloom and doom. Gong Cha was an established global bubble tea brand with a
presence across much of Asia Pacific, and even the West. In Singapore, it had won the ReaderÂ’s
Digest Trusted Brand Gold Award (Pearl Milk) for four consecutive years from 2020 till 2023. Also,
for someone who had not even tried bubble tea before becoming a Gong Cha master franchisee, Kang
believed that he had acquitted himself reasonably well. Nevertheless, there were a few things that
disturbed him. How could Gong Cha (Singapore) continue to remain relevant in the face of
intensifying competition? While he had introduced a sit-down concept and self-ordering kiosks
among other things, what else could he do to innovate and differentiate the brand from his rivals?
And in the wake of the pandemic, would health concerns begin to take precedence? Was it important
to add more healthier options to the menu?
This case was written by Associate Professor Seshan Ramaswami, Dr Josephine Tan, and Thomas Lim at the Singapore
Management University. The case was prepared solely to provide material for class discussion. The authors do not intend to
illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and
other identifying information to protect confidentiality. They are also grateful to Cindy Heng Hai Yong for her research assistance
for this case.
Copyright © 2023, Singapore Management University
