Qwerrrqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq CASE ANALYSIS Introduction / Executive Summary: Onyx and East is a real estate development company founded and headquartered in Indianapolis with an emerging market in Florida, specifically Tampa and St. Petersburg. Onyx and East provide luxury townhouses, with an emphasis on “their close proximity to the best dining, shopping, and cultural landmarks of our communities” (Onyx and East, n.d., n.p). Onyx and East follow a city planning trend called New Urbanism. According to Brown and Bonifay (2001), New Urbanism encompasses densely populated neighborhoods with easy access to shopping, open spaces, and mass transit. In addition to their New Urbanism principles, Onyx and East use a personal style quiz on their website, to help new owners tailor their homes to their preferences. Though Onyx and East present unique opportunities for their members, they look to differentiate themselves and increase their market share in the Tampa, St. Petersburg market. In this proposal, I will outline a way for Onyx and East to diversify their target market, strengthen their Florida market share, while maintaining their mission to, “build cool places in urban areas” (Onyx and East, n.d., n.p.). Current Issue Facing Onyx and East: The most pressing issues that threaten Onyx and East is a small customer base and stiff competition from a local competitor, Icon Residential. Condominiums are not the first choice of homebuyers. According to Zillow (2016), only 13% of homebuyers considered Condominiums. From that small interest, 5% of properties bought were condominiums nationwide. This preference for other home types constricts Onyx and East number of potential buyers significantly. Add to this Onyx and East develop luxury condominiums out of the price range for a typical Tampa resident, whose average salary is $47,471 (Waddell). Competing for this relatively small market is another luxury condominium builder, Icon Residential, who, “own over 600 residential and commercial properties located throughout Tampa Bay” (Icon Residential, n.d., n.p.). Icon Residential have six luxury apartment complexes in Florida, with three of them located in the Tampa area (Icon Residential n.d.). Direction to Address Current Issue: To diversify Onyx and East’s client base, they must utilize students of the University of South Florida by creating a luxury apartment complex near campus for students to rent. According to Bunch (2019), “colleges with the most off-campus housing per student tend to be concentrated in Florida” (n.p.). USF is a model of this southern trend, and the vast majority live in off campus housing. A luxury apartment near campus would become a prime off-campus housing location for USF students. Onyx and East would be able to fulfill their mission of building with community and walkability in mind easily at a coll ...

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CASE ANALYSIS
Introduction / Executive Summary:
Onyx and East is a real estate development company founded
and headquartered in Indianapolis with an emerging market in
Florida, specifically Tampa and St. Petersburg. Onyx and East
provide luxury townhouses, with an emphasis on “their close
proximity to the best dining, shopping, and cultural landmarks
of our communities” (Onyx and East, n.d., n.p). Onyx and East
follow a city planning trend called New Urbanism. According to
Brown and Bonifay (2001), New Urbanism encompasses densely
populated neighborhoods with easy access to shopping, open
spaces, and mass transit. In addition to their New Urbanism
principles, Onyx and East use a personal style quiz on their
website, to help new owners tailor their homes to their
preferences. Though Onyx and East present unique
opportunities for their members, they look to differentiate
themselves and increase their market share in the Tampa, St.
Petersburg market. In this proposal, I will outline a way for
Onyx and East to diversify their target market, strengthen their
Florida market share, while maintaining their mission to, “build
cool places in urban areas” (Onyx and East, n.d., n.p.).
Current Issue Facing Onyx and East:
The most pressing issues that threaten Onyx and East is a small
customer base and stiff competition from a local competitor,
Icon Residential. Condominiums are not the first choice of
homebuyers. According to Zillow (2016), only 13% of
homebuyers considered Condominiums. From that small
interest, 5% of properties bought were condominiums

2. nationwide. This preference for other home types constricts
Onyx and East number of potential buyers significantly. Add to
this Onyx and East develop luxury condominiums out of the
price range for a typical Tampa resident, whose average salary
is $47,471 (Waddell). Competing for this relatively small
market is another luxury condominium builder, Icon
Residential, who, “own over 600 residential and commercial
properties located throughout Tampa Bay” (Icon Residential,
n.d., n.p.). Icon Residential have six luxury apartment
complexes in Florida, with three of them located in the Tampa
area (Icon Residential n.d.).
Direction to Address Current Issue:
To diversify Onyx and East’s client base, they must utilize
students of the University of South Florida by creating a luxury
apartment complex near campus for students to rent. According
to Bunch (2019), “colleges with the most off-campus housing
per student tend to be concentrated in Florida” (n.p.). USF is a
model of this southern trend, and the vast majority live in off
campus
housing. A luxury apartment near campus would become a
prime off-campus housing location for USF students. Onyx and
East would be able to fulfill their mission of building with
community and walkability in mind easily at a college campus.
Locations near campus are appealing to university students,
allowing students to walk to classes and other entertainment.
Onyx and East could also hold a wide array of events to bring
the diverse University of South Florida students together.
Whether its yoga classes once a week or a barbeque on game
day, students will grow closer together by participating in Onyx
and East sponsored events.
The following data comes from U.S. News (2019) of University
of South Florida Collegiate Ranking.

3. 43,838 Students attend University of South Florida
82% of University of South Florida students live in off-campus
housing
Conclusion:
Onyx and East plan to expand their business into the Tampa and
St. Petersburg area. In their expansion efforts, Onyx and East
face two major issues; their developments target a niche
audience of homeowners and strong competition from an
ingrained Florida company. To expand their market share, Onyx
and East should create rentable apartments for University of
South Florida students. This new development, will not only
diversify themselves from other luxury condominium developers
and increase their market share but also fulfill their mission to,
“build cool places in urban areas” (Onyx and East, n.d. n.p.).
References
Brown, T. R., & Bonifay, C. (2001). Is new urbanism the cure?
A look at central florida's response. Real Estate Issues, 26(3),
21-27. Retrieved from
https://proxyiub.uits.iu.edu/login?url=https://search-proquest-
com.proxyiub.uits.iu.edu/docview/214005868?accountid=11620
Bunch, J. (2019, May 10). Southern schools tend to see highest
off-campus housing ratios: RP Analytics. Retrieved from
https://www.realpage.com/analytics/southern-schools-highest-
off-campus-housing-ratios/
Icon Residential. (n.d.). Company history. Retrieved from
https://iconresliving.com/about-us/company-history/
Onyx and East. (n.d.). The O+E difference Retrieved September
22, 2019 from https://www.onyxandeast.com/the-oe-difference/

4. U.S. News. (2019). Here's what student life is like at University
of South Florida. Retrieved from https://www.usnews.com/best-
colleges/university-of-south-florida-1537/student-life
Waddell, L. (2016, February). The changing face of paradise.
Florida Trend, 58, 51-52,54-56,58,60-62,64,66,68,70,72-
74,76,78,80,82,84,86-88,90,92. Retrieved from
https://proxyiub.uits.iu.edu/login?url=https://search-proquest-
com.proxyiub.uits.iu.edu/docview/1773042459?accountid=1162
0
Zillow. (2016, October 18). The Zillow Group report on
consumer housing trends. Retrieved from
https://www.zillow.com/research/zillow-group-report-2016-
13279/#method
This week (and past weeks) your reading focuses on the
techniques and tools you would use to collect, preserve, and
analyze digital evidence. While this class does not focus as
heavily on the highly technical aspects of digital forensics (e.g.,
using the tools, techniques, processes to collect, preserve and
analyze digital evidence), it does stress how to be prepared for
the digital evidence process, as it fits into the criminal justice
system.
Of course, it is critical that computer forensic examiners
understand processes such as capturing volatile data,
recognizing and collecting digital evidence, analyzing the
evidence once it is collected, etc.; however, what I want you to
focus on this week is why and how the processes are designed to
identify, seize, collect, preserve, and analyze digital evidence,
and how they relate to the criminal justice process.
You should all understand the need to verify what a warrant will
allow you to search for and seize in a criminal case (ensuring
that you do not exceed the scope and potentially compromise

5. your case). You should also be aware of what a company’s
policy, or an organization’s leadership will allow you to do in a
non-criminal justice investigation. In either case, you need to be
able to testify about all the steps you took, articulating from the
point when you were first notified of the incident or called in to
collect the digital evidence, until the time you are called to
testify about it. Digital evidence must not just be simply
collected (e.g., picked up and put in a bag), but procedures must
be put in place to preserve the evidence so the defense cannot
raise reasonable doubt (in the criminal case) about the integrity
or provenance of the evidence.
For this week’s discussion, complete the following questions
below in detail. Please discuss thoroughly and substantivelyin
your post. Additionally,respond in a thorough, substantive,
intelligent way to at least oneof your fellow classmates that
adds to our discussion and learning of this week’s topic!
1) Describe at least 5 steps in a process to collect digital
evidence to the time you testify that you consider important.
Please explain why they are important.
2) You are a witness and I am asking you the following question
- please answer thoroughly as if you are testifying in court on
the witness stand. “Upon entering the room where the computer
was located, what was the first thing you did?”
3) Continue your testimony by answering – “After seizing the
computer evidence, explain what you did with it?”
CA E ANAL I
B : CA LINE CHANG
IN D C I N & C EN I A I N
Woodchuck USA is a ood products manufacturer speciali ing in

6. customi able gifts such as
notebooks, phone cases, and flasks. Their mission, as stated on
their ebsite, is to put nature back into
people s li es (Woodchuck USA, 2018). The pursue this
mission b producing qualit ood products
that are made in the United States.
Woodchuck further fulfills this mission ith their Bu One. Plant
One. program. Through this
initiati e, Woodchuck plants one tree some here around the orld
for e er one of their products sold.
Since 2015, the compan has planted 1.3 million trees orld ide,
and the ha e recentl pledged to
plant o er 10 million trees b the ear 2020 (Woodchuck USA,
2018).
Though Woodchuck USA has gro n tremendousl as a compan
since its founding, the ant
to increase their market share. In this anal sis, I ill outline their
business model and discuss direct
competitors. Furthermore, I ill address a s that Woodchuck can
strengthen their connection ith
customers and target a more profitable audience, thus
differentiating Woodchuck in this niche,
competiti e market.
HE B NE. LAN NE. M DEL
The bu one, gi e one model rose to prominence ith the
popularit of TOMS Shoes. Since
then, man companies ha e adopted the model in attempt to
increase the commercial and social alue of
their business. This model has helped companies like TOMS
Shoes and Warb Parker gro e tensi el ,
as consumers care about the impact their shopping habits are
making on the orld. This concept is

7. represented b the statistics in the bo to the left.
The Bu One. Plant One. model is superior
to comparable models, not onl because it is more
unique, but also because of its lo cost. Marquis and
Park (2014) assert that ith a bu one, gi e one
business model, each compan must charge a
premium for their product, find a a to reduce cost,
or accept a lo er profit margin in order to co er their
additional costs. Ho e er, Woodchuck s campaign is
ell-concei ed; its lo -cost structure has not resulted
in price increase or cost cut measures. Trees for the
Future (2018), an organi ation that orks to plant
trees around the orld, sa s that the cost of planting a
tree is onl ten cents. This allo s Woodchuck to
maintain its social impact ithout incurring e cessi e
costs.
Critics of the t pical bu one, gi e one
model suggest that e en though it has helped man
companies gro in the past, there is a problem ith
long-term iabilit . As more and more companies
adopt this business model or something similar, the
must find et another a to differentiate
themsel es from each other.
T e f g a c c e f a
d c d c ed b M e (2010) f 2000
c e ab e e age e g ee .
21% of consumers are
interested in a compan s
global outreach

8. 3% of consumers feel
that bu ing products
made in the USA is a
responsible step
2% of consumers
agreed that the strongl
support bo cotting
companies that act
irresponsibl
CA E ANAL I
B : CA LINE CHANG
H EA & C M E I
The most significant issue Woodchuck faces is that the are in
an e tremel niche market ith
lo barriers to entr and thus, high competition. The market for
indi iduals purchasing customi able
ood products is not large. Ho e er, rising per capita disposable
income has pro ided opportunities
for small-scale, high-qualit manufacturers, as consumers ha e
had greater resources to spend on
discretionar items, such as decorati e ood products.
(IBISWorld, 2018)
A gro ing market for these products also means gro ing
participation in the industr . Indi idual
consumers can e en turn to ebsites such as Ets to find customi
able, ood products. T o e amples

9. of Woodchuck s direct competitors are Autumn Summer Co. and
The Wood Reser e. Both of these
companies offer a similar product selection to Woodchuck as ell
as similar ser ices (e.g. corporate
gifting). Additionall , both of these companies plant a tree for e
er product sold through their
partnerships ith Trees for the Future.
F E GEN INE C NNEC I N I H C N ME
Strong competition in Woodchuck s industr ill require them to
differentiate themsel es.
Though Bu One. Plant One. is a solid start, the increasing
number of companies adopting similar
models makes it less unique. Thus, Woodchuck must focus on
fostering genuine connections ith their
consumers in order to attract ne business and inspire lo alt .
Generall , bu one, gi e one models succeed b ha ing an
authentic stor , choosing the right
market, and creating effecting messaging (Marquis & Park,
2014). Woodchuck alread has qualit
products and compelling stories, so the should focus on
creating effecti e messaging. In the same
article, Marquis and Park (2014) also conclude that all the
successful companies ith a bu one, gi e
one model that the studied ha e an in ol ed, attracti e social
media presence.
M opinion based on a re ie of Woodchuck s Instagram and
Facebook is that their social
media platforms are acti e, but not engaging. Social media is an
eas , ine pensi e a for Woodchuck
to increase its outreach and foster a genuine connection ith its
customers. This can be done b
de eloping posts that encourage consumers to share the post ith
their friends and comment ith
personal e periences and stories. Woodchuck could also further
this effort b indi iduall responding to

10. some customer s comments, turning social media into a con
ersation.
EACHING A C A E A DIENCE
Woodchuck should also focus on the business-to-business
channel appealing to companies as
an option for corporate gifting. Since corporate gifting orders
are significantl higher in olume than
indi idual orders, this ill increase re enue as ell as get their
products into the hands of man people
ho ma not other ise be customers.
Woodchuck can start b reaching out to companies that it alread
has a connection to, as these
companies ould probabl be e cited about supporting them. An e
ample of this ould be targeting
local businesses or companies ith a connection to the Uni ersit
of Minnesota, as Woodchuck has
proud, strong roots in Minneapolis and as founded on the Uni
ersit of Minnesota campus.
Additionall , Woodchuck could reach out to companies that are
also passionate about social impact,
specificall en ironmental conser ation (e.g. Patagonia).
One thing that is undeniable is Woodchuck s abilit to gro hat as
initiall just a craft is
no a successful business. No , Woodchuck has the opportunit
to gro its market share and reach
more consumers b emplo ing more engaging social media
strategies and prioriti ing efforts to reach a
corporate audience. These recommendations ill inspire customer
lo alt and increase re enue, thus
setting up Woodchuck USA to continue gro ing and putting
nature back into more people s li es.

11. References
About Us. (2018). Woodchuck USA. Retrie ed from https://go.
oodchuckusa.com/about-us
Attitudes To ards Corporate Responsibilit US. (September
2010). Mintel Academic. Retrie ed from
http://academic.mintel.com/displa /548107/?__cc=1&highlight
Bu One Plant One. (2018). Woodchuck USA. Retrie ed from
https://go. oodchuckusa.com/bu -one-
plant-one
Marquis, C., & Park, A. (2014). Inside the BUY-ONE GIVE-
ONE Model. Stanford Social Innovation
Revie , 12(1), 28-33
One Product One Tree. (2018). The Wood Reserve. Retrie ed
from
https:// .the oodreser e.com/pages/one-product-one-tree
Promotional Products in the US. (Ma 2018). IBISWorld. Retrie
ed from
http://clients1.ibis orld.com/reports/us/ie pert/default.asp
?entid=1440
We Plant a Tree for E er Product Sold. (26 Jul 2018). Autumn
Summer Co. Retrie ed from
https:// .autumnsummerco.com/blogs/autumn-summer-blog/1-
product-sold-1-tree-planted
Wood Product Manufacturing in the US. (June 2018).
IBISWorld. Retrie ed from
https://clients1.ibis orld.com/reports/us/ie pert/default.asp
?entid=396