The After Life App has great potential to compete with the e

The After Life App has great potential to compete with the
existing clubbing software in the market. However, the app
design work was conducted using insights collected from
existing bibliographies as well as intensive market study. Most
of the approaches used in this study enabled the designers to
come with features that would capture Brighton students’
attention (Curtis, Lahiri and Brown, 2015). The major challenge
that makes Android apps and Apple apps not to perform well in
the current technology market is inadequate market research and
reduced ability to address users’ needs.
Potential Frameworks, Techniques, and Theories
The positive impacts of the software can be measured using the
general opinion given by users and its compatibility with
internet connected devices. In this consideration, the PESTEL
analysis was utilized at large to help the designers to install
features that will stimulate positive usage of this application.
This approach played a crucial role in guiding developers on
how to create functions that would satisfy government and
social needs (Joorabchi, Mesbah, and Kruchten, 2013). More
importantly, the principle supported technological diversity
where the app was engineered in such a way that it became
flexible and easier to operate.
After launching a trial of this application, we witnessed a
burgeoning development in user’s ability to control their
clubbing ticketing behaviours. In this consideration, the app has
been able to promote positive behaviour in the society and
comply with the government rules and regulations. The goal of
this app was to support operators in locating clubs of their
choice at an affordable price (Song and Oh, 2016). Indeed, this
app improves users’ ability to make sound clubbing decisions;
thus, supporting ecological and legal considerations of this app.

The underlying hypothesis in the software development; the
After Life App largely stimulates mental and physical impact on
customers’ lives. Mainly, using this software client’s lifestyle is
changed where they can only visit clubs which the app indicates
(Pakroo, 2016). To a greater extent, when designing this App,
the developers considered the software ability to enable long-
lasting positive behaviours. The software plays a significant
role in promoting user’s capability to locate secure clubbing
sites which also offers high-quality services.
The other approach used in the design and development of this
software is Tuckman principles. This model of software
development ensured that the After Life software is beautiful to
operate and it is entrenched on reminding customers about their
best clubbing joints. In the quest to influence clients’ daily life,
the team of developers remained focused since they had
undergone Tuckman first and second stages, forming and
storming where compatible individuals were selected. Notably,
this approach argues that software developers need to solve or
norm their differences to be able to come up with an app that
instigate desirable behaviours (Stroulia, Fairbairn, Bazelli,
Gibbs, Lederer, Faulkner, Ferguson-Roberts, and Mullen, 2013).
Tuckman approach helped our group to perform well in
assessing how clubbing behaviours promotes student’s quality
of life.
According to Tuckman theory, many mobile applications have
failed to consider the health needs of its operators. In this
consideration, the After Life App designers took into
consideration the need to reach a wider audience (Song and Oh,
2016). This App focused on becoming increasingly popular for
good reasons because it offers a disclaimer that irresponsible
clubbing behaviour can yield negative effects in their future
(Middelweerd, Mollee, van der Wal, Brug, and te Velde, 2014).
Furthermore, this theory helped designers of the After Life App
to take advantage of the unhealthy clubbing practices in the
modern society to enable youths to locate clubs where they can
enjoy their lives responsibly and in a healthy manner.

The After Life App encourages students to intensify daily
physical activities. That students will have to increase the
number of times that they go to clubs in order to ascertain that
the app is effective. However, the developers considered the 4
Ps’ marketing mix; that is affordable pricing and high-quality
product. Accordingly, the app only proposed safe places wher e
it also offered promotions to clients; for instance, it provides
transport bonuses to reach specific clubbing destinations. In
simple terms, the software has observed higher level marketing
considerations which will aid it to gain an immense competitive
advantage.
Interesting Technique and Frameworks
The application development phase placed more weight on 4 Ps
marketing model although it also considered the other two
important frameworks (PESTEL and Tuckman approach).
Application: This technique significantly influenced the way the
developers decided to design the application with effective
customer-oriented characteristics. Notably, the app services
were offered at an affordable price; thus, heightening the
usability of the After Life software (Trektere, Regan, Caffery,
Flood, Lepmets, and Barry, 2017). The App featured the best
clubbing places; hence, it successfully addressed users’ needs in
the most ultimate way possible as compared to the current
clubbing oriented applications in the market. The app also
majored on providing their customers with rewards or
promotion such as free transport services to clubs.
Results: Using this software development marketing approach,
the After Life App has attracted the attention of many Android
and Apple devices. In other words, users’ feels that the app is
more valuable and affordable at the same time (Anohah, Oyelere
and Suhonen, 2017). More importantly, individuals can run this
application without facing complicated installation difficulties
because the product quality supports installation in multiple
Android and Apple devices. Looking at several users’ feedback
reveals that the application enables users to navigate to
different clubbing places without any problem.

Evaluation: This framework is crucial because it have really
promoted the efficacy of this application. Accordingly, the
combination of this model with the other two approaches offers
a pool of ideas that our team used to come up with an all -
inclusive application that would address student’s cl ubbing
needs (Stroulia, Fairbairn, Bazelli, Gibbs, Lederer, Faulkner,
Ferguson-Roberts, and Mullen, 2013). Uniquely, team members
were able to learn few marketing strategies which they used to
make this software competitive.
Conclusion
The most crucial framework of increasing productivity is
cohesion and teamwork. Every new business should concentrate
on bringing all stakeholders together; this practice promotes
creativity or innovation. In our business plan, we considered the
strengths of each member so that we could maximize on
effectiveness and minor on probable weaknesses (Lewis and
Wyatt, 2014). If we were given another chance to do things
differently, I would propose we apply more motivation and
incentive factors. This practice increases members focus toward
attainment of business and personal goals. On the positive side,
a new chance means that we will be able to rectify the small
mistakes we have made so far.
References
Anohah, E., Oyelere, S.S. and Suhonen, J., 2017. Trends of
mobile learning in Computing Education from 2006 to 2014: A
systematic review of research publications. International
Journal of Mobile and Blended Learning (IJMBL), 9(1), p. 33.

Boush, Ganapathy, V., Nagarakatte, S. and Iftode, L., 2015,
November. Testing cross-platform mobile app development
frameworks (t). In Automated Software Engineering (ASE),
2015 30th IEEE/ACM International Conference on (p. 51).
IEEE.
Curtis, K.E., Lahiri, S. and Brown, K.E., 2015. Targeting
parents for childhood weight management: development of a
theory-driven and user-centered healthy eating app. JMIR
mHealth and uHealth, 3(2), p.69.
Joorabchi, M.E., Mesbah, A. and Kruchten, P., 2013, October.
Real challenges in mobile app development. In Empirical
Software Engineering and Measurement, 2013 ACM/IEEE
International Symposium on (p. 24). IEEE.
Lewis, T.L. and Wyatt, J.C., 2014. mHealth and mobile medical
apps: a framework to assess risk and promote safer use. Journal
of medical Internet research, 16(9), p.21.
Middelweerd, A., Mollee, J.S., van der Wal, C.N., Brug, J. and
te Velde, S.J., 2014. Apps to promote physical activity among
adults: a review and content analysis. International journal of
behavioural nutrition and physical activity, 11(1), p.97.
Pakroo, P., 2016. The small business start-up kit: A step-by-step
legal guide. Nolo.
Song, D. and Oh, E.Y., 2016. A Participatory Design Approach
for a Mobile App-Based Personal Response System. Journal of
Educational Technology Systems, 44(3), pp. 61.
Stroulia, E., Fairbairn, S., Bazelli, B., Gibbs, D., Lederer, R.,
Faulkner, R., Ferguson-Roberts, J. and Mullen, B., 2013, June.
Smart-phone application design for lasting behavioral changes.
In Computer-Based Medical Systems (CBMS), 2013 IEEE 26th
International Symposium on (p. 96). IEEE.
Trektere, K., Regan, G., Caffery, F.M., Flood, D., Lepmets, M.
and Barry, G., 2017. Mobile medical app development with a
focus on traceability. Journal of Software: Evolution and
Process.

EVALUATION OF TEAM MEMBER CONTRIBUTIONS
Please give your overall assessment of other group members’
contribution according to the project quality and to the
functioning of the group.
Name of group member
(do not include yourself)
Percentage of Value Added to the Group Project
(average must = 100%, ie if there are three other members in
your group the values must total 300. If 4 members, then total
=400)
MITCH
100%
JOEL
100%
KAZ
90%
MANAIEL
100%
GABRIEL
100%
MAX
100%
Comments:

Where you have rated a team member particularly highly, please
provide the reasons. Where you have awarded a lower score,
please also briefly outline the reasons.
WE ALL WORKED AS A GROUP THAT’S WHY I GRADED
ALL THE SAME. I gave kaz 90 because he wasn’t here for the
first assignment
“I confirm that the above evaluations of individual
contributions are accurate. They are based on my best
recollection of actual events. They are not based on my
personal views of or relationships with other members of my
group”
Signature:
FARAH JADALLAH
Date:
28-04-2017
5
CAS 410- The Central American Child
Individual Presentations and Final Paper
Due Date:
• Final Paper is due on Monday, May 4th by 7:00 p.m.
• Presentation is to be implemented on May 4th virtually on
Zoom

Purpose: The purpose of this assignment is to help you be able
to create, organize,
and support ideas in writing and presenting about the American
education system
and how it impacts Central American children and families.
Skills: The purpose of this assignment is to help you practice
the following
skills that are essential to your success in this course, school,
and life:
• Enhance public speaking and verbal communication skills.
• Apply research, critical thinking, reading, and listening skills.
• Develop confidence in your ability to impact the lives of
undocumented
children and families.
• Learn to research, organize, design, prepare, and deliver
effective and
engaging oral lectures but also implement positive strategies
that will
impact our education system.
Knowledge: This assignment will also help you to become
familiar with the
following important content knowledge in this discipline:
• Acquire an awareness of Central American historical, social,
and cultural
developments in education.
• Identify strategies that support children and families in these
major

topics in education.
Tasks:
• Choose a topic that you wish to research, explore, and focus
on:
1. Education & Diversity
2. Immigration & Public Schools,
3. Multiculturalism & Multilingual Education
4. Race and Class.
• Research your topic thoroughly by using textbooks, articles,
and videos.
• Type an APA 4-page paper, double-spaced, with a minimum of
two references
that documents the research you have gathered on the topic you
chose. The
first page is the cover page, the second and third pages are
content, and the
last page is the reference page.
• Implement an 8-minute speech/presentation on your topic and
your findings.
Questions to Focus On:
• Why did you choose this topic?
• What is this topic about?
• How does it play out in the American teaching system?
• How does it impact Central American children and families?
• How can you make an impact when working in the education

field?
Criteria for Success:
• Submit your completed 4-page paper on Canvas and
implement your
presentation on Zoom. Due Monday, May 4th.
: evaluation of business planning Theory & practice
During the module you have applied a wide range of
professional techniques and academic frameworks in order to
investigate, analyse and develop a business plan for a new
product or service.
The focus of this final assignment is on business planning in
theory and practice. You will look back at the techniques and
frameworks that you have used and evaluate their contribution
to the development and refinement of your business idea and
ultimately to the presentation of your business plan.
There are a number of key steps involved:
1. Identification of techniques, frameworks, theories that w ere
used. In addition to principles of business planning, SOSTAC,
project management and virtual teams you will also have drawn
on concepts and frameworks from all your other modules, for
example, PESTEL, Tuckman, marketing mix…
2. Selecting the most interesting and/or useful
techniques/frameworks:
a. Application – give examples and explain how you used the
technique/framework in your team.
b. Results – what did you find out? How did the technique

contribute to your business project?
c. Evaluation – How useful was the technique/framework you
used in this context? How could the technique/framework be
adapted to make it more useful in your context?
3. Conclusion:
a. Which techniques/frameworks did you find most effective for
the development of your business plan and for the organisation
and management of your team?
b. What would you do differently if you were to do the project
again?
4. Team Evaluation Form
For this individual assignment you should prepare a short piece
of written work (1000 words) reflecting on your experiences of
working on the enterprise project module this year.
We expect your work to be well written, structured and
presented, using appropriate language and business terminology.
We expect you to keep a clear focus on the issues under
consideration and to illustrate your evaluation with practical
examples from your project experience, and figures/diagrams
where appropriate.
A full list of references (and optionally a bibliography) should
be included in BBS Harvard style. Citations must be included
in the text of your assignment wherever appropriate.
Total word count: 1000 words
Marks will be awarded for:
· Drawing on relevant theoretical concepts in order to frame
your evaluation and to demonstrate your understanding of
business planning (30%)
· Depth of evaluation and analysis of specific
techniques/frameworks (30%)
· Development of personal insights and conclusions (20%)
· Citations and presentation: layout, references, use of English,
structure & terminology (20%).

Table of Contents
Project Planning 2
Project Matrix3
Gantt Chart 4
Managing and Growing The Team 5
Organisational Structure 5
Virtual Teamwork 5
Job Application 6
Financial Planning 7
Budget Summary 7
Estimates of sales volume in market over time: 8
Identification of realistic overheads 8
Financing options 9
Budgeting Spreadsheet 10
Conclusion 11
Appendix 11
References 12
Sports Maps App Development, Costings and Planning report

by: Dana Jadallah, Kostas Melas and Phil Muir
Project Planning
Work breakdown structure
The purpose of using work breakdown structure is to analyze
the 6 different stages when progressing the development of the
Sports Maps app. It starts from the beginning, through the
development cycle until its launch, and moves on to the
maintenance stage of the Sports Maps app. According to
Robinson, Bet al. (2018), the work breakdown structure is used
to efficiently create and manage time, resources, estimate and
manage costs.
Project Matrix
According to Laslo, Z. and Goldberg, A.I. (2008), the project
matrix is a systematic method for organizing assets. The
project Matrix indicates the specific action taken during a time
period, indicates the costs and explains which team member will
be able to achieve a specific action.
Cost
Duration
Who
Source
Design

0
20 days
Internally
designed
Development
10-20k
2-3 months
Brightec
Developers
https://www.brightec.co.uk/services
Beta Testing
99₤ annually fee
2-3 days
Internally tested using apple beta software
https://developer.apple.com/support/install-beta/
Alpha testing
Included in developers fees
1-2 days
Brightec Developers
Marketing
1000-3000₤ monthly
14 days
Internal, social media ,newspapers
Maintenance
Included in developers fees
Monthly maintenance
Brightec Developers
Gantt Chart
According to Rolfsen, C.N. and Merschbrock, C., (2016), Gantt
charts provide an easy way to communicate Daly needs when
planning a project. It is for this reason that Sports Maps are
using the Gantt chart. A Gantt chart is used to explain all of the
phases required when creating the Sports Maps app. It includes

specific time periods throughout the Sports Maps app
development cycle.
Managing And Growing The Team
Sports Maps have elected to use a flat organisational structure.
According to Buchanan & Huczynski (2010) pg 459, there are
less opportunities for staff promotion in this type of structure,
and strong communication between all team members is crucial.
Research by Theobald and Nicholson-Crotty (2005) suggests
that a moderate span of control in an organisation results in
maximized productivity. It is likely long term that the flat
structure within Sports Maps would migrate to a moderate span
of control as the business expands as this could be a more
appropriate management structure.
Organisational Structure
According to Maduenyi et al. (2015), an organisation can’t exist
without a defined form. Organisational structure is used to
divide and coordinate tasks between team members.
Virtual Teamwork
According to Felstead, A. and Henseke, G (2017)., there are
benefits to working remotely such as high employee
engagement, job satisfaction and well being. The Sports Maps
team use Microsoft Teams to work virtually and communicate
ideas in the project to team members. Files are shared through
teams, added to and updated and meetings are held where
members are free to update participants with ideas and
suggestions. A Gantt chart is used in order to keep track of
individual team members progress on the project.

Sports Maps Mobile App Developer
Sports maps is a start-up business based in the UK that needs
the ideal candidate to create an app that integrates with the
Google Maps API. The app will launch in September 2020.
Responsibilities:
· You will need to be able to code the app to work in Android
and IOS.
· The app will need to follow all accessibility guidelines.
· You will be required to maintain the app on an on going basis
E.G. supply bug fixes and updates for operating systems
(maintenance agreement to be negotiated.
Ideal Candidate:
· At least 1 year’s experience in cross platform mobile app
development,
· You will need to have excellent problem solving skills,
· An excellent team player and communicator.
Benefits:
· A generous salary of £10000for developing the app over a 6
month period.
· The ability to work remotely,
· To be part of a team an a exciting new start-up firm.
If you would like more information or you wish to apply for this
position please send an E-mail to:
[email protected]
Approach To Recruitment And Selection:
Creating a job advertisement allows Sports Mapp’s to attract
various candidates to the position in question. It is not easy to
recruit a suitable candidate in a crowded market full of

developers when looking for a software engineer to work in the
developer position within Sports Maps. For instance, it is
possible that an individual may be excellent at app development
however, they may not have the appropriate interpersonal skill
set that is required to work within the Sports Maps organisation.
Or they may lack the necessary communication skills or not be a
team player. Clearly this will not work in a small start-up
business where all individuals will need to respond quickly and
be adaptable. Care will need to be taken when interviewing
candidates in order to ascertain whether the individual in
question is likely to fit into the business culture of the
organisation.
Sports Maps will use a job advert on LinkedIn to attract an
appropriate candidate for the developer position. Sports Maps
have chosen LinkedIn because it is used as a business portal and
it is likely that developers who wish to work in business, will
be on Linked In. Before conducting interviews, the team at
Sports Maps shall look through candidates job applications.
These are used to draw up a short list for interviews.
Interviews will be conducted and an appropriate person shall be
selected. Sports Maps is an equal opportunities employer and
all laws with regard to selecting the appropriate individual for
the developer position will be strictly adhered to.
Financial Planning
Selling price, cost per unit and gross profit margins
· The app will be free to download for users in all platforms
with a monthly charge of £5, generating £60 per year.
· The development cost of the app is £10000.00
· We shall need to sell 178 yearly subscriptions in order to
break even.
· Cost per unit:
Total fixed costs+ Total variable costs/Total units
produced=1.18
· Gross margin:
(Total revenue- costs of goods)/ Total revenue X 100=40.4%

Budget Summary
Sales
55.129₤
Gross profit
40.529₤
Gross profit margin
0,73
Net profit
22.129₤
Break even units
6590 units
Estimates of sales volume in market over time:
Population:
· The main focus will be students aged 18-25
· Currently 4.180.000 people in the UK aged 20-24
· There are 2.383.970 students in the UK
People who are likely to download the app:
· According to kantar, the percentage of people not exercising
in the UK is 37%.
· According to gadget-cover, 5% of young adults do not own a
smart phone
· According to TechCrunch, 25% of users abandon mobile apps
after using an app once. All of the above-mentioned statistics
suggest that there is potential to grow Sports maps in this area.
This could be achieved by targeting young individuals through
social media platforms such as Facebook, Instagram and
WhatsApp.

after careful consideration we have calculated that out of
2.383.970 students, about 11.025 are likely to download and use
the app. Therefore, the potential Total revenue is
11.025x5=55.129 for the first month.
Identification of realistic overheads
Fixed overheads:
· Rent
· Development Costs
· Utilities
· Legal fees
· Marketing
· Business Insurance
· Apple commission
· Play Store commission
· Bank Charges
· Capital/lones
· Lone payments
Variable overheads:
· Utilities
· Credit card fees (assuming fees are a percentage of the sales)
Financing options
Bank loan:
· High risk, depending on the success of the business, plus
paying the current interest rate witch can go up substantially.
· Quick access to a large amount of capital
Investors:
· Provide capital and knowledge for the business, possibly for
exchange in company shares.
· Not easy to find and it may be hard to convince them to invest
In app advertising:
· There could be benefits for both parties, since the sponsor has
the opportunity to advertise and gain some publicity.

Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sales
55.129
55.129
55.129
55.129
55.129
55.129
55.129
55.129
55.129
55.129
55.129
55.129
Development
10.000
10.000
10.000
10.000
10.000
10.000
0
0
0

0
0
0
Utilities
1100
1100
1100
1100
1100
1100
1100
1100
1100
1100
1100
1100
Marketing
1250
1250
1250
1250
1250
1250
1250
1250
1250
1250
1250
1250
Advertisement
4100
4000
4000
3.800
3.600
3.400

3.400
3.200
3.000
2.800
2.600
2.500
Legal Fees
5000
5000
0
0
0
0
0
0
0
0
0
0
Apple Commission
8000
8000
8000
8000
8000
8000
8000
8000
8000
8000
8000
8000
Wages
3.500
3.500
3.500

3.500
3.500
3.500
3.500
3.500
3.500
3.500
3.500
3.500
Net profit
22.179
22.279
27.279
27.429
27.679
27.879
37.879
38.079
38.279
38.479
38.679
38.779Budgeting Spreadsheet
Development: The amount of £10000.00 will be paid over a 6
month period.
Marketing: Marketing costs may decrease, as the business may
require less advertisement due to business growth.
Legal fees: The amount of £1000.00 will be paid within 2
months.
Conclusion
It is hoped from reading the above report and attached
spreadsheets that the timeline for the project and all of the
various projected costings required to get the Sports Maps

application up and running have been adequately explained.
Market conditions are still challenging for a new start-up such
as Sports Maps because of a slow down in the economy and a
lack of investment due to uncertainty around BREXIT. For the
above-mentioned reasons, obtaining finance in order to cover
development costs of £10000.00 plus legal costs for patent
protection for the Sports Maps app, and other costings such as
overheads etc may not be easy . Further more, due to the large
number of applications on Apple’s app store and Google Play.
and new business such as Sports Maps may struggle to be heard
through the noise. However, in spite of this, the organisation
believes that the opportunities for a new business venture like
this are plentiful and could be somewhat financially rewarding
if perhaps somewhat demanding due to the challenges with
launching a new cross platform application such as Sports Maps
in the UK. By targeting other lucrative market segments such
as older individuals and potentially growing the business
outside the UK in other international markets, Sports Maps has
the potential to become a truly global business.
Appendix
Some financial costing was included in assignment 2. However,
it was felt by the Sports Maps team that the development costs
for app development were not realistic. That’s why the
projected development costs were doubled to £10000.00 as this
is likely to be more realistic when developing a cross platform
application such as Sports Maps.
After carefully considering the data gathered from the Qualtrics
survey in assignment 2, it was felt that the appropriate market
segment to target at this time are students. Sports Maps would
still like to target other market segments such as older
individuals but this will need to be pursued once the app is up
and running.
References

Buchanan & Huczynski(2017) pg 459, Organizational
Behaviour: Ninth edition, (Pearson)
Felstead, A. and Henseke, G., 2017. Assessing the growth of
remote working and its consequences for effort, well‐ being and
work‐ life balance. New Technology, Work and Employment,
32(3), pp.195-212.
Laslo, Z. and Goldberg, A.I., 2008. Resource allocation under
uncertainty in a multi-project matrix environment: Is
organizational conflict inevitable?. International Journal of
Project Management, 26(8), pp.773-788.
Maduenyi, S., Oke, A.O., Fadeyi, O. and Ajagbe, A.M., 2015.
Impact of organisational structure on organisational
performance.
Robinson, B., Ryan, M. and Abbasi, A., 2018. Analytical
observations of work breakdown structure parameters. In
Systems Engineering Test and Evaluation Conference 2018:
Unlocking the Future Through Systems Engineering: SETE 2018
(p. 427). Engineers Australia.
Rolfsen, C.N. and Merschbrock, C., 2016. Acceptance of
construction scheduling visualizations: bar-charts, flowline-
charts, or perhaps BIM?. Procedia engineering, 164, pp.558-
566.
Apple Developer (2019) Introduction – Accessibility – Human
Interface Guidelines [available online]
https://developer.apple.com/design/human-interface-
guidelines/accessibility/overview/introduction/ [accessed 27
February 2020].
Google Accessibility (2019). Resources for Developers and
Publishers [online] https://www.google.co.uk/accessibility/for -
developers/
[accessed 27 February 2020].
How many people own a phone in the UK? (2018) [online]
https://www.gadget-cover.com/blog/how-many-people-own-a-
phone-in-the-uk/ [accessed 13th February 2020].
International Student Statistics in UK - Study in UK. (2020)
[online]

https://www.studying-in-uk.org/international-student-statistics-
in-uk/ [accessed 13th February 2020].
37% of people in the UK never exercise or play sport - Kantar
(5th April 2018) [online]
https://uk.kantar.com/business/health/2018/37-of-people-in-the-
uk-never-exercise-or-play-sport/ [accessed 13th February 2020].
Nearly 1 in 4 people abandon mobile apps after only one use |
TechCrunch (31st May 2016) [online]
https://techcrunch.com/2016/05/31/nearly-1-in-4-people-
abandon-mobile-apps-after-only-one-use/ [accessed 13th
February 2020].
TechRepublic, (2018) App store fees, percentages, and payouts:
what developers need to know. [online]
https://www.techrepublic.com/blog/software-engineer/app-
store-fees-percentages-and-payouts-what-developers-need-to-
know/ [Accessed 27 February 2020]
Table of Contents
Introduction…………………………………………………………
…………………………………………….3
Methodology…………………………………………………………
………………..…………………………3
Situation
Analysis………………………….……………………………………
……………………………..4
SWOT…………………………………………………………………
…………………...................5
PESTEL………………………………………………………………
………………………………….5,6
Customer
Insight…………………………………………………………………
…………………..7
Marketplace
Opportunities…………………………………………………………

…………..9
Competitor
Benchmarking………………………………………………………
…………….10
Findings from primary
research…………………………………………………………….10
Objectives: Where do we want to
be?..................................................................11
Mission………………………………………………………………
………………………………….12
Vision…………………………………………………………………
………………………………….12
Strategy: How do we get
there?...........................................................................12
Conclusion……………………………………………………………
……………………………….13
Bibliography…………………………………………………………
……………………………….13
Appendices……………………………………………………………
………………………………14

Introduction
We have designed a unique app called Sports Maps. The idea of
this app came from google maps and it offers people the ability
to socialise with one another and to try out new sports. Our app
is one of a kind and it helps people who struggle to socialise or
who want to participate in new sports.
It is estimated that consumers spend an average of 2 hours per
day in applications on mobile devices. In 2013, global revenue
was expected to rise in app stores by 62% to $25 billion,
according to Gartner Inc. Our research suggests that this trend
is anticipated to continue. According to Hexa research, the
market for fitness apps is likely to show extensive growth by
2025.
Developing an app such as Sports Maps is an exciting
endeavour although the landscape is somewhat challenging due
to oversaturation of apps on app stores, and the cost of
maintaining apps. Although market conditions are likely to be
tough, we believe that there is potential to grow the market for
Sports Maps.
This report will examine Sports Maps in great detail and include
a SWOT, PESTEL and the first three stages of SOSTAC.
Primary research such as surveys and questionnaires will be
used to analyse our app.
Methodology
For our market research, we gathered both primary and
secondary research to help us further progress Sports Maps and
see what our potential customers would want.

For the primary research, we created an online survey using
Qualtrics and asked 30 people to answer this survey to the best
of their ability. But before they could answer the questions from
the survey they first had to read an ethical consent form which
explains that in no way will their data be shared with anyone
else. We would have liked to have a lot more responses for our
survey to have a wider variety of answers but we unfortunately
ran out of time to get anymore results in.
Our secondary research focused on gathering information we
could find about other fitness and sports apps out there. From
this research, we were able to figure out what things we could
do to improve our app like adjusting the costs of the app,
improving the layout and adding any extra tools to make it
easier to use.
Situation analysis
Figure 1: This table briefly tells us a bit about our app and how
we are going to develop it further using Situation analysis,
Objectives and Strategy
Figure 2: The SOSTAC Model (PRSmith, 2013).

Swot
Figure 3: SWOT chart, this table shows us the strengths,
weaknesses, opportunities and threats our app will face.
PESTEL
Political
· Now that the conservative party have won the election there
could also be a negative effect on the Business due to BREXIT
as it still possible that the United Kingdom could leave the
transition period without a trade deal in place.
Economical
· Continued uncertainty around BREXIT could affect any
investment in the Sports Maps App.
· Because of Political instability prices may have to be adjusted.
Social
· Sports Maps is an application that could be used by
individuals to help them participate in sports and connect
socially.
· The app is directly linked to the sport that an end user is
undertaking. This should improve health as end users will be
able to read statistics.
Technological
· Block chain is a new revolutionary technological achievement,
mostly used for cryptocurrencies but due to its effective storing
mechanism it may be possible to use it to store all kinds of data.
· Existing technology is going to be used, such as google maps
API in order to interface with Google Maps.
· Cybersecurity measures will be in place in order to secure end
users data.
Environmental
· The app is linked to the location where an end user is
participating in sport.

· The geographical location where an end user lives will be
taken into account in order to personalise options in the app for
taking part in sports.
· Our app will make it easier for users to exercise nearby which
will hopefully reduce the potential use of cars and encourage
people to walk or cycle.
· This may motivate our users to help tackle the environmental
issues and reduce the amount of pollution.
Legal
· Because of confidentiality, terms and conditions will have to
accepted in the app due to integration with third party social
media apps.
· Protection of data is paramount. We have taken this into
account and made sure that we maintain and keep end user’s
data safe and DDPR compliant.
· Ownership and intellectual property must be protected and
patents may be required in order to protect intellectual property
rights such as design, app name, app icon etc.
· The age limit of over 18 will be strictly applied, while use of
inappropriate images on the app will be prohibited.
Figure 4: PESTEL chart, this chart shows us the 6 marketing
aspects of the external environment, which has been applied to
Sports Maps.
Customer insight
Target customers:
Sports Maps will mainly target younger individuals aged 18 - 25
years old who are interested in sports and socialising. As we
can see from the graph below, the majority of people who
answered this survey are aged between 18 – 21 years old.
However, we will still look to accommodate the older
generation into our target market to widen the potential

customers of Sports Maps.
Figure 5: Q2 What is your age? (Qualtrics 2019)
Needs of our customers:
Our customers want to be able to socialise and participate in
sports within the area that they live in. Sports Maps will enable
our customers to connect using Google Maps API interface to
find sports to play within a certain distance from where they
live.
How will our service meet our customers’ needs and wants?
Our customers want a wide variety of sports to choose from
within a suitable range from where they live. The graph below
shows some sports that our app will offer to our customers.
From the results, we can see that our customers are interested in
all of the sports available in the survey which means we are
providing a good selection of sports.
Figure 6: Q3 What sports are you interested in participating in?
What factors make them use our service?
Sports Maps is very easy to use and aesthetically pleasing as
well which combine together to make a really desirable app.
Customers will want to use our app because it is unique and

there is nothing currently on the market similar to it.
Why will our customers continue to use our app?
Our hope is that customers will continue to use our app because
after they have connected with other users through the app, the
app will become a social platform from which they can connect
on with other end users. The app provides a very wide variety of
sports which people may want to try out in the future. The graph
beneath shows that the majority of our potential customers
agree the app will encourage people to interact with one another
and continue to use our app.
Figure 7: Q5 Do you think an application like this would
encourage social interaction between you and other
participants?
Marketplace opportunities
“The global fitness market size is anticipated to reach over
$14.7 billion by 2026 according to a new study published by
Polaris Market Research.” (MarketWatch, 2019) This could be
an opportunity for Sports Maps to do well in the marketplace by
becoming one of the best fitness apps available on the app store
and google play.
Competitor benchmarking

There are a lot of fitness apps available to people, however we
believe that our app is unique as it offers the ability to try out
new sports with other individuals throughout the UK. “Google
has just announced that its buying wearable company Fitbit for
$2.1 billion.” (Gartenberg, 2019) Due to Fitbit being one of the
biggest fitness applications available at the moment this can
cause a problem when developing Sports Maps as the
competition will be hard to beat.
From the graph below we can see that our target market
possesses either an Apple smart watch, Samsung watch or Fitbit
which is a lot of competition will be
Figure 8: Do you use other sports applications and wearables
such as Fitbit, Apple Watch and Samsung Watch?
Findings from primary research
Our team decided to create a survey to help improve our
research and analysis on Sports Maps. 33 people aged within
our target market answered our survey. Results and graphs
created from this survey can be found above and below.
To get a better understanding of our app and more reliable
results we need to increase the amount of people who answered
the survey to at least 100
people. We also need to ask more specific questions to do with
our app to find out what the consumers are looking for so we
can improve it.
As we can see from the graph below most of our potential
consumers would use our app on a regular basis which means
that the business has a high success rate.
Figure 9: If an application like this were available, how much
do you think you would use it on a weekly basis?
Objectives: Where do we want to be?

Figure 10: This is the objectives we have set ourselves for the
business
Mission
Our goal is to create something unique for end users, while
creating an application that is simple and easy to use. Our target
market is individuals of all ages.
Our hope is that as individuals use this app, it will lead to
higher outcomes with regard to improvement in health through
exercise in sports. We are hopeful that social interaction will
happen through the Sports Maps Application.
Vision
The app is going to be promoted through social media, but also
in newspapers and magazines. We are attempting to make sports
and exercising more accessible and more enjoyable for the user.
A key element for our app is the ability to socialise with
different people making it easier to make new friends and also
participate in a variety of sports.
Strategy: How do we get there?
Figure 11: This is our strategy we have composed for the
business

Conclusion
Our market research and analysis report show us that our app
has a good chance of success as fitness apps are becoming
increasingly more popular. The primary research we did shows
us that our consumers are interested in the app and that they
would use it on a regular basis which is a positive sign for the
Business. Analysis of our strategy shows us we need to mainly
focus on advertisement and getting our app up and running as
quickly as possible. We also need to ensure that we have regular
checks on the surveys we send out via email to keep updated on
what improvements we can make to the application.
Bibliography
Worstall, T. (2013). More People Have Mobile Phones Than
Toilets. [online] Forbes.com. Available at:
https://www.forbes.com/sites/timworstall/2013/03/23/more-
people-have-mobile-phones-than-toilets/#4b503ae36569
[Accessed 13 Dec. 2019].
MarketWatch. (2019). Fitness App 2019 Global Market Net
Worth US$ 14.7 billion Forecast By 2026. [online] Available at:
https://www.marketwatch.com/press-release/fitness-app-2019-
global-market-net-worth-us-147-billion-forecast-by-2026-2019-
01-29 [Accessed 14 Dec. 2019].
Gartenberg, C. (2019). Google buys Fitbit for $2.1 billion.
[online] The Verge. Available at:
https://www.theverge.com/2019/11/1/20943318/google-fitbit-
acquisition-fitness-tracker-announcement [Accessed 14 Dec.
2019].

Appendices
Figure 1: This table briefly tells us a bit about our app and how
we are going to develop it further using Situation analysis,
Objectives and Strategy (PRSmith, 2013).
Figure 2: The SOSTAC Model
Figure 3: SWOT chart, this table shows us the strengths,
weaknesses, opportunities and threats our app will face.
Figure 4: PESTEL chart, this chart shows us the 6 marketing
aspects of the external environment, which has been applied to
Sports Maps.
Figure 5: What is your age? Qualtrics (2019)
Figure 6: Q3 What sports are you interested in participating in?
Figure 7: Q5 Do you think an application like this would
encourage social interaction between you and other
participants?

Figure 8: Do you use other sports applications and wearables
such as Fitbit, Apple Watch and Samsung Watch?
Figure 9: If an application like this were available, how much
do you think you would use it on a weekly basis?
Figure 10: This is the objectives we have set ourselves for the
business
Figure 11: This is our strategy we have composed for the
business
What is your age?
Age 18 - 21 21 - 25 25+ 24 5 2
What sports are you interested in participating in?
Sport Football Cycling Basketball Swimming 11
7 6 6
Do you think an application like this would encourage social
interaction between you and other participants? Yes Maybe
No 15 12 2

Do you use other sports applications and wearables such as
Fitbit, Apple Watch and Samsung Watch?
Do you use other sports applications and wearables such as
Fitbit, Apple Watch and Samsung Watch Smart watch from
Apple Samsung Watch Fitbit 7 7 7
If an application like this were available, how much do you
think you would use it on a weekly basis? Daily Once a
weekTwice a week 13 10 7
14

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