UNI-Clean 2.0 is an upgraded version of a dorm cleaning service business model. Market research including surveys and interviews was conducted to refine the business model. Key changes to the model include focusing on a single common area cleaning service, using a low-cost marketing approach primarily through websites and social media, and testing a mobile app. Ongoing work involves further validating assumptions through financial planning and user testing of digital marketing channels and payment systems.
This study aims to determine the level of customer satisfaction of Samurai Talabahan, a seafood restaurant in Iloilo City, Philippines. The study will examine customer satisfaction in terms of the restaurant's product, service, price, and place. Customer satisfaction will be measured based on expectations and perceptions of performance. The study aims to understand customer satisfaction when customers are grouped by age, income, gender, education, and residence. The results could help the restaurant's management identify areas for improvement and formulate marketing strategies to attract more customers.
QSR Inc is a restaurant accelerator that provides space, resources, and support to emerging fast casual restaurant concepts to test ideas. They allow concept teams to run pop-up restaurants on their premises to collect customer feedback, sales data, and refine their concepts. In exchange, QSR Inc takes a share of revenue and potential equity in successful concepts that graduate from their accelerator program.
Business Plan for Laundromat in Bangladesh - "Friends Launderette".SK Nasif Hasan
This is business plan for self service laundromat for Bangladesh. Name of the Laundromat is "Friends Launderette". Though Bangladesh has many laundry service, but it will be the first self service launderette.
Crystal Sprinkles' business model focuses on providing drinking water through bottled water, refills, filters, and purifiers. Their key activities include bottled water, refilling stations, water filters, purifiers, and herbal medicines. They aim to serve customers through outlets, franchises, and home delivery. Their value propositions center around putting customers first, modifying rules for special customers, and never refusing a customer's request.
Foodpanda 2.0 aims to expand Foodpanda's online food delivery and grocery delivery business in India. Its goals include occupying 15% of the online food delivery market by 2017, becoming profitable in India by 2019, and occupying 20% of the online grocery market by 2020. To achieve this, Foodpanda 2.0 will introduce a new premium app version with improved services, expand restaurant and supermarket partnerships, and leverage strategic marketing communications. The success of Foodpanda 2.0's expansion will be evaluated based on app downloads and the adoption of its paid app version and market share in online grocery delivery.
McDonald's provides extensive training programs to employees at all levels to ensure high standards of quality, service, cleanliness and value. Ray Kroc's original training philosophy of avoiding traditionally trained staff and focusing on these core standards lives on today. McDonald's training is designed to develop job skills through orientation, induction programs, and ongoing on-the-job and classroom training. Training content covers all operational areas and management development topics. The training process aims to instill McDonald's unique organizational culture and achieve customer satisfaction. McDonald's evaluates training effectiveness through metrics like observation scores, training grades, employee and customer satisfaction surveys, and the proportion of fully trained staff.
This document provides an overview of McDonald's history and operations. It discusses that McDonald's was founded in 1940 and became widely franchised in the 1950s. Key factors in McDonald's success include maintaining consistency in offerings globally, innovating new products and services, and resilience in overcoming challenges. Potential future risks include health concerns reducing customers and growing competition in the fast food sector. The document also examines McDonald's mission, vision, competitors, and questions related to maintaining its brand values over time.
Element Food provides home-cooked, healthy meals delivered daily to address the problem of finding and ordering healthy food when busy. It offers customizable meal plans and delivery to fit schedules. Initial offerings included 5-day packages for specific diets like Paleo or Dukan. Customer feedback showed a need for flexibility, varied options, and nutritional advice. The company pivoted to offer basic healthy meals, diet-specific plans, and customized nutritionist support. Further pivots added pay-per-meal flexibility and simplified ordering through push notifications of 3 daily healthy options. The goal is to make healthy eating easy with fast, transparent delivery of nutritious meals.
This study aims to determine the level of customer satisfaction of Samurai Talabahan, a seafood restaurant in Iloilo City, Philippines. The study will examine customer satisfaction in terms of the restaurant's product, service, price, and place. Customer satisfaction will be measured based on expectations and perceptions of performance. The study aims to understand customer satisfaction when customers are grouped by age, income, gender, education, and residence. The results could help the restaurant's management identify areas for improvement and formulate marketing strategies to attract more customers.
QSR Inc is a restaurant accelerator that provides space, resources, and support to emerging fast casual restaurant concepts to test ideas. They allow concept teams to run pop-up restaurants on their premises to collect customer feedback, sales data, and refine their concepts. In exchange, QSR Inc takes a share of revenue and potential equity in successful concepts that graduate from their accelerator program.
Business Plan for Laundromat in Bangladesh - "Friends Launderette".SK Nasif Hasan
This is business plan for self service laundromat for Bangladesh. Name of the Laundromat is "Friends Launderette". Though Bangladesh has many laundry service, but it will be the first self service launderette.
Crystal Sprinkles' business model focuses on providing drinking water through bottled water, refills, filters, and purifiers. Their key activities include bottled water, refilling stations, water filters, purifiers, and herbal medicines. They aim to serve customers through outlets, franchises, and home delivery. Their value propositions center around putting customers first, modifying rules for special customers, and never refusing a customer's request.
Foodpanda 2.0 aims to expand Foodpanda's online food delivery and grocery delivery business in India. Its goals include occupying 15% of the online food delivery market by 2017, becoming profitable in India by 2019, and occupying 20% of the online grocery market by 2020. To achieve this, Foodpanda 2.0 will introduce a new premium app version with improved services, expand restaurant and supermarket partnerships, and leverage strategic marketing communications. The success of Foodpanda 2.0's expansion will be evaluated based on app downloads and the adoption of its paid app version and market share in online grocery delivery.
McDonald's provides extensive training programs to employees at all levels to ensure high standards of quality, service, cleanliness and value. Ray Kroc's original training philosophy of avoiding traditionally trained staff and focusing on these core standards lives on today. McDonald's training is designed to develop job skills through orientation, induction programs, and ongoing on-the-job and classroom training. Training content covers all operational areas and management development topics. The training process aims to instill McDonald's unique organizational culture and achieve customer satisfaction. McDonald's evaluates training effectiveness through metrics like observation scores, training grades, employee and customer satisfaction surveys, and the proportion of fully trained staff.
This document provides an overview of McDonald's history and operations. It discusses that McDonald's was founded in 1940 and became widely franchised in the 1950s. Key factors in McDonald's success include maintaining consistency in offerings globally, innovating new products and services, and resilience in overcoming challenges. Potential future risks include health concerns reducing customers and growing competition in the fast food sector. The document also examines McDonald's mission, vision, competitors, and questions related to maintaining its brand values over time.
Element Food provides home-cooked, healthy meals delivered daily to address the problem of finding and ordering healthy food when busy. It offers customizable meal plans and delivery to fit schedules. Initial offerings included 5-day packages for specific diets like Paleo or Dukan. Customer feedback showed a need for flexibility, varied options, and nutritional advice. The company pivoted to offer basic healthy meals, diet-specific plans, and customized nutritionist support. Further pivots added pay-per-meal flexibility and simplified ordering through push notifications of 3 daily healthy options. The goal is to make healthy eating easy with fast, transparent delivery of nutritious meals.
This document provides a case study analysis of J.C. Penney's business challenges and objectives to reinvent its brand. It outlines J.C. Penney's background, situation analysis including nature of demand, extent of demand, nature of competition and environmental climate. It then discusses J.C. Penney's marketing mix, SWOT analysis, evaluation of alternatives and provides a recommendation to modify J.C. Penney's pricing strategy, focus on private brands, and build an integrated brand experience to regain market share and customer loyalty.
The document summarizes 5 days of testing a peer-to-peer fashion rental platform concept. Over the 5 days, the team tested hypotheses about potential customer segments, pricing, partnerships, and acquisition of lenders. They built a basic website and tested it with customers. On day 4, they recruited potential lenders outside a gym and through Facebook/Google ads. 12 lenders signed up in under 12 hours with low cost per click. By day 5, the team had validated the concept and customer segments but needed to further develop the business model and online platform.
The document provides an executive summary and details of a proposed laundry service called SPINZONE.
The key points are:
1) SPINZONE aims to offer affordable, high-quality dry cleaning and laundry services to individuals and families.
2) The service will focus on cleaning clothes with care and using eco-friendly practices.
3) An analysis of the market opportunity is provided, including a 5C framework and SWOT analysis. Segmentation and targeting strategies are also outlined.
FAST FOOD RESTAURANT EIF FEASIBILITY REPORTFurqan Aslam
This document provides a feasibility report for a proposed fast food restaurant called "Golden Apple" that would operate using a Mudarabah contract. It includes a business description, target market analysis, SWOT analysis, financial projections including expected sales, costs, profits, and profit sharing between the Mudarib partners and Rab-ul-Maal. The conclusion is that the business has good potential for success due to low competition, low costs, and the ability to generate high profits and returns for all parties.
RevenueWire Case Study Presentation provides an overview of RevenueWire's background, strategic analysis, objectives, and recommendations. It summarizes RevenueWire's affiliate network and e-shopping cart competitors, including Commission Junction, OND, ClickBank, Plimus, Cleverbridge, Avangate, and Element5. The presentation recommends continuing RevenueWire's affiliate program and investing in redesigning its "Safecart" platform as a service to modularize it and increase its capabilities.
Viveks Ltd is a leading consumer electronics and home appliances retailer in India with 53 stores across Bangalore and Chennai. Founded in 1965, the company operates three retail brands - Viveks, Jainsons, and Premier - and has grown its annual turnover to Rs. 350 crores. Viveks Ltd employs 1000 people and offers a wide range of products from air conditioners to washing machines. The company has received several awards for its store design and merchandising.
Cunard is a luxury cruise line operating since 1840. It has 7 ships of varying luxury levels - 5 ultra luxury ships and 2 premium ships. Cunard focuses on maintaining a high-end brand image of elegance and proper British service across its fleet. While pressure is growing for more promotional tactics, Cunard's marketing head Leslie faces a dilemma in balancing strategic brand-building with tactical sales efforts while preserving the unified luxury image.
This document summarizes the business model development process of a team creating an app to manage dog walking services. It describes how the team pivoted their business model several times based on customer interviews. Their initial ideas focused on providing general pet care guidance and consolidating vet/insurance information, but interviews revealed customers already had these resources. They then explored an on-demand dog walking app but learned regular walkers were typically used. Their final pivot was to a software platform that helps dog walking businesses manage schedules, payments and customer communications, which interviews suggested was a needed solution.
This document analyzes and compares the value chains of the fast food industries of McDonald's, KFC, and fried chicken operations. It outlines the primary and support activities for each, including inbound logistics of raw materials from specific suppliers, food preparation operations, outbound logistics, marketing strategies, technology use, procurement processes, infrastructure, and human resource management. Key differences between the companies are noted, such as KFC offering spicier products more tailored to Indian tastes, providing free delivery, and employing local staff.
eHarmony Strategic Marketing Case StudyZoe Robinson
For my capstone marketing class at Western Washington we were given a case on eHarmony (from Harvard Business School) and had to decide which strategy they should use for the future.
Village Volvo provides a core service package for repairing out-of-warranty Volvos that includes supporting facilities, goods, information, explicit services, and implicit services. It also offers additional routine services like tune-ups and oil changes. Village Volvo maintains detailed customer vehicle dossiers and differentiates itself from dealers through service excellence, integrated call centers, and proactive sales services. It manages its repair operations like a factory using quality philosophies around sorting, setting in order, shining, standardizing, and sustaining processes.
Market research was conducted to assess business possibilities for a new hair salon. Primary data was collected through questionnaires given to customers of existing salons and the general public. The questionnaires found that 20% of customers were dissatisfied with an existing salon but 76% saw potential demand for additional salon services. Research supported the business idea with over 60% of customers interested in the services to be provided. However, barriers exist such as being new, requiring skilled employees, and new competitors. These barriers can be overcome by hiring skilled workers, adapting new technologies, and providing training.
KFC carefully considers various factors when selecting locations for new facilities. These include proximity to customers, infrastructure quality, labor availability, and total costs. Common techniques used in facility location analysis include factor rating and cost-profit-volume analysis. KFC aims to choose locations that maximize access to target markets while minimizing expenses. Its consistent application of analytical methods has supported the successful expansion of KFC operations across Pakistan over several decades.
Online Furniture Company - A business planAparana Mittal
Online Furniture market is burgeoning given it lends itself very well to e-tailing space.
This is a business plan for a furniture company operating in a brick and mortar model but now wants to explore the online space to gain additional sales and improve profitability.
Value chain with example of IT industryTalha mansur
Value chain analysis examines the internal activities a firm engages in to deliver a product or service. It identifies primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities including procurement, technology development, human resources, and general administration. Google relies on over 70 offices globally for operations and uses marketing through online and offline channels, though sales are predominantly online. Customer service at Google is provided through online forums rather than phone support due to the large customer base.
We Care aims to connect customers in GoHana, Sonipat to reliable local professionals through their mobile apps and website for household services like cleaning, repairs, and caregiving. This provides an affordable single platform for services needed regularly. Their target audiences are working individuals, new families, single housewives, and seniors. Initially they will use messaging apps and later develop their own mobile app. No direct competitors exist in GoHana, though some operate in nearby New Delhi. Marketing will use pamphlets, contacts, and incentive offers. Funding comes from savings, loans, and borrowings to cover premises, technology, staffing and other startup costs.
The document summarizes the work done by UNI-Clean over the past two weeks to improve their business model and marketing strategy. Last week, they redesigned their business model canvas, developed new promoting tools, and upgraded their marketing channels. This week, they prepared details on key activities, resources, and partners, developed their organizational structure and value chain, and increased their marketing efforts through various channels. The document provides details on changes made to each section of the business model canvas based on market research and validation of hypotheses.
UNI-Clean is a student home cleaning service that provides cleaning services for dormitories. Last week, they redesigned their business model, upgraded their marketing channels including social media, websites and apps, and increased their market research. This week, they are preparing information about their key activities, resources and partners, and developing their organizational structure and value chain. They are also managing their marketing channels and continuing market research through surveys and landing pages.
This document provides a case study analysis of J.C. Penney's business challenges and objectives to reinvent its brand. It outlines J.C. Penney's background, situation analysis including nature of demand, extent of demand, nature of competition and environmental climate. It then discusses J.C. Penney's marketing mix, SWOT analysis, evaluation of alternatives and provides a recommendation to modify J.C. Penney's pricing strategy, focus on private brands, and build an integrated brand experience to regain market share and customer loyalty.
The document summarizes 5 days of testing a peer-to-peer fashion rental platform concept. Over the 5 days, the team tested hypotheses about potential customer segments, pricing, partnerships, and acquisition of lenders. They built a basic website and tested it with customers. On day 4, they recruited potential lenders outside a gym and through Facebook/Google ads. 12 lenders signed up in under 12 hours with low cost per click. By day 5, the team had validated the concept and customer segments but needed to further develop the business model and online platform.
The document provides an executive summary and details of a proposed laundry service called SPINZONE.
The key points are:
1) SPINZONE aims to offer affordable, high-quality dry cleaning and laundry services to individuals and families.
2) The service will focus on cleaning clothes with care and using eco-friendly practices.
3) An analysis of the market opportunity is provided, including a 5C framework and SWOT analysis. Segmentation and targeting strategies are also outlined.
FAST FOOD RESTAURANT EIF FEASIBILITY REPORTFurqan Aslam
This document provides a feasibility report for a proposed fast food restaurant called "Golden Apple" that would operate using a Mudarabah contract. It includes a business description, target market analysis, SWOT analysis, financial projections including expected sales, costs, profits, and profit sharing between the Mudarib partners and Rab-ul-Maal. The conclusion is that the business has good potential for success due to low competition, low costs, and the ability to generate high profits and returns for all parties.
RevenueWire Case Study Presentation provides an overview of RevenueWire's background, strategic analysis, objectives, and recommendations. It summarizes RevenueWire's affiliate network and e-shopping cart competitors, including Commission Junction, OND, ClickBank, Plimus, Cleverbridge, Avangate, and Element5. The presentation recommends continuing RevenueWire's affiliate program and investing in redesigning its "Safecart" platform as a service to modularize it and increase its capabilities.
Viveks Ltd is a leading consumer electronics and home appliances retailer in India with 53 stores across Bangalore and Chennai. Founded in 1965, the company operates three retail brands - Viveks, Jainsons, and Premier - and has grown its annual turnover to Rs. 350 crores. Viveks Ltd employs 1000 people and offers a wide range of products from air conditioners to washing machines. The company has received several awards for its store design and merchandising.
Cunard is a luxury cruise line operating since 1840. It has 7 ships of varying luxury levels - 5 ultra luxury ships and 2 premium ships. Cunard focuses on maintaining a high-end brand image of elegance and proper British service across its fleet. While pressure is growing for more promotional tactics, Cunard's marketing head Leslie faces a dilemma in balancing strategic brand-building with tactical sales efforts while preserving the unified luxury image.
This document summarizes the business model development process of a team creating an app to manage dog walking services. It describes how the team pivoted their business model several times based on customer interviews. Their initial ideas focused on providing general pet care guidance and consolidating vet/insurance information, but interviews revealed customers already had these resources. They then explored an on-demand dog walking app but learned regular walkers were typically used. Their final pivot was to a software platform that helps dog walking businesses manage schedules, payments and customer communications, which interviews suggested was a needed solution.
This document analyzes and compares the value chains of the fast food industries of McDonald's, KFC, and fried chicken operations. It outlines the primary and support activities for each, including inbound logistics of raw materials from specific suppliers, food preparation operations, outbound logistics, marketing strategies, technology use, procurement processes, infrastructure, and human resource management. Key differences between the companies are noted, such as KFC offering spicier products more tailored to Indian tastes, providing free delivery, and employing local staff.
eHarmony Strategic Marketing Case StudyZoe Robinson
For my capstone marketing class at Western Washington we were given a case on eHarmony (from Harvard Business School) and had to decide which strategy they should use for the future.
Village Volvo provides a core service package for repairing out-of-warranty Volvos that includes supporting facilities, goods, information, explicit services, and implicit services. It also offers additional routine services like tune-ups and oil changes. Village Volvo maintains detailed customer vehicle dossiers and differentiates itself from dealers through service excellence, integrated call centers, and proactive sales services. It manages its repair operations like a factory using quality philosophies around sorting, setting in order, shining, standardizing, and sustaining processes.
Market research was conducted to assess business possibilities for a new hair salon. Primary data was collected through questionnaires given to customers of existing salons and the general public. The questionnaires found that 20% of customers were dissatisfied with an existing salon but 76% saw potential demand for additional salon services. Research supported the business idea with over 60% of customers interested in the services to be provided. However, barriers exist such as being new, requiring skilled employees, and new competitors. These barriers can be overcome by hiring skilled workers, adapting new technologies, and providing training.
KFC carefully considers various factors when selecting locations for new facilities. These include proximity to customers, infrastructure quality, labor availability, and total costs. Common techniques used in facility location analysis include factor rating and cost-profit-volume analysis. KFC aims to choose locations that maximize access to target markets while minimizing expenses. Its consistent application of analytical methods has supported the successful expansion of KFC operations across Pakistan over several decades.
Online Furniture Company - A business planAparana Mittal
Online Furniture market is burgeoning given it lends itself very well to e-tailing space.
This is a business plan for a furniture company operating in a brick and mortar model but now wants to explore the online space to gain additional sales and improve profitability.
Value chain with example of IT industryTalha mansur
Value chain analysis examines the internal activities a firm engages in to deliver a product or service. It identifies primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities including procurement, technology development, human resources, and general administration. Google relies on over 70 offices globally for operations and uses marketing through online and offline channels, though sales are predominantly online. Customer service at Google is provided through online forums rather than phone support due to the large customer base.
We Care aims to connect customers in GoHana, Sonipat to reliable local professionals through their mobile apps and website for household services like cleaning, repairs, and caregiving. This provides an affordable single platform for services needed regularly. Their target audiences are working individuals, new families, single housewives, and seniors. Initially they will use messaging apps and later develop their own mobile app. No direct competitors exist in GoHana, though some operate in nearby New Delhi. Marketing will use pamphlets, contacts, and incentive offers. Funding comes from savings, loans, and borrowings to cover premises, technology, staffing and other startup costs.
The document summarizes the work done by UNI-Clean over the past two weeks to improve their business model and marketing strategy. Last week, they redesigned their business model canvas, developed new promoting tools, and upgraded their marketing channels. This week, they prepared details on key activities, resources, and partners, developed their organizational structure and value chain, and increased their marketing efforts through various channels. The document provides details on changes made to each section of the business model canvas based on market research and validation of hypotheses.
UNI-Clean is a student home cleaning service that provides cleaning services for dormitories. Last week, they redesigned their business model, upgraded their marketing channels including social media, websites and apps, and increased their market research. This week, they are preparing information about their key activities, resources and partners, and developing their organizational structure and value chain. They are also managing their marketing channels and continuing market research through surveys and landing pages.
The document describes UNI-Clean Canvas 2.0, a cleaning service for university dorms. It outlines the business model using a Canvas template, including key partners (dormitories, students associations), activities (cleaning services, customer support), value propositions (competitive pricing, responsible employees), customer relationships (website, social media), revenue streams (cleaning service transactions, subscriptions), resources (cleaning products, engaged workforce), and costs (wages, products, IT). It also details the marketing strategy involving social media, a website, promotional materials, and partnerships.
Desarrollo de social media en los canales de ventaEmpresas 2.0
This document discusses developing social media as a sales channel. It covers topics like what social media is, leveraging it as a sales channel, developing a strong framework, measuring results, and recommendations. Examples are provided of travel companies using social media campaigns successfully. The document emphasizes developing integrated social media solutions to enable product discovery, research, sharing, and transactions. It also stresses the importance of social media analytics and measuring the impact on organizations and customers.
This document provides a syllabus for a specialist unit award in web analytics and social media monitoring. The syllabus covers three main elements: online research principles, web analytics, and social media monitoring. It details the learning outcomes, knowledge and skill requirements, and assessment criteria for each element. The goal is for students to be able to assess digital marketing methodologies, identify appropriate metrics and tools, and evaluate digital marketing performance using web analytics and social media monitoring techniques.
How can you determine ROI in online communities and social networks? Contrary to popular belief, it’s not impossible.
In this free webinar Gary Angel - President of Semphonic, the largest vendor neutral web analytics consultancy in the US, and Scott K Wilder, community and social media expert and formerly manager of Intuit’s Small Business community and social marketing program – will show you how.
This webinar will provide practical tools, methods and guidance that you can use to understand where and how your audience spends their time, and how to zero in on the key conversations and the key influencers who are impacting what people think of your organization.
We’ll pursue the holy social measurement grail – methods to track leads, sales and more from community and social campaigns. Finally, we will show you how to quantify your success on other sites.
The document outlines the development of a business model over 5 days for a mobile app called et al. that provides outfit suggestions and personal styling services. On day 1, the founders hypothesized targeting suburban millennials but learned users were not motivated to purchase full outfits. They pivoted to targeting city-dwelling millennials. On day 2, they learned styling was most important and validated targeting cities. On day 3, they added stylists as customers. On day 4, they added retail stores and subscription revenue. On day 5, they finalized targeting stay-at-home moms and offering stylists additional income through the app. The founders concluded they need to further validate customer needs and pricing models to reduce risk.
Gartner PCC - Enterprise 2.0 Does the journey or destination provide business...Virtusa Corporation
This document discusses Enterprise 2.0 and how organizations can utilize social media, mobility, and workflows/collaboration to improve business operations and outcomes. It provides examples of how companies have integrated social media through platforms like Twitter and Facebook to enhance their brands. It also discusses how companies can develop mobile apps and content to reach customers across different devices. Finally, it outlines how virtual collaboration tools can streamline cross-functional workflows and reduce product release cycle times.
In the attached presentation you will have Alibaba Group Canvas Business model, the top left side of the detail slides are when the business started in 1998 , the bottom right side is from new businesses which are Alibaba Cloud, Hema & Tmall
Ecommerce In/And India: Stats, Trends, and Consumer BehaviorO3M
A brief look into how eCommerce is shaping up in India. Originally given as part of a University of Madras seminar. Thanks for having us!
Includes statistics, buyer behavior details, and effective digital advertising mediums.
Got tired of being asked if I knew how to do "Product Management" or even the eternal question of "Road-maps" et al from recruiters. Here is the answer :)
It’s time for businesses to take a strategic look at their marketing activities with an eye towards analysis. Intended to support and educate business owners, the webinar is intended to provide immediate, actionable ideas small business owners can use to improve their online marketing.
The webinar will focus on the importance of a strong social media presence for small and medium sized businesses. It will cover key basics, including:
• How to leverage social media to generate web traffic
• The essentials of professional digital profiles
• What your online presence says about your business
• Ensuring your business can be found online
• The importance of a mobile responsive website
• Social Sharing
Learn how Social Media can impact sales strategy and lead to greater awareness, serve as a tool to educate buyers, expedite the purchase cycle and ultimately increase referrals. Or just turn your existing customers into well trained advocates as part of your sales force.
Ways to implement measurable campaigns including:
• Increasing Average Order Size
• Increasing Purchase Frequency
• Improving Conversion Rate
• Encourage Sharing
If you have yet to give Social Media for your business a shot, or have had missteps in the past, this is a can't miss conversation. Come with your stories of social media success and/or missteps. We will discuss ways to improve your results or launch your first campaign. We will share some of our own!
PR Measurement Clinic: Assessing the Success of a Communications StrategySandra Fathi
This document discusses measuring the success of communications strategies and PR campaigns. It recommends setting goals and measurable objectives, choosing key performance indicators, and using tools like dashboards to track metrics over time. Case studies show how measuring outputs, outcomes and business results can help optimize campaigns and prove the value of PR to business leaders. Measurement methodologies include surveys, scores, correlations with outcomes, and tracking objectives. The presenters advise speaking the language of the C-suite and integrating measurement into all aspects of campaign design and implementation.
WashLady is an online laundry service app that aims to make laundry easy and stress-free for customers. It plans to partner with existing laundry services to outsource the actual laundry work while providing a seamless app experience. The app targets housewives, students, and young professionals between 18-40 years who want convenient laundry without the hassle. WashLady will use a freemium model and focus on excellent customer service, data analytics, and partnerships to provide quality laundry solutions on-demand.
Operations Management in Digital Communications BalqeesZainal
The document outlines key considerations for digital communications including social media usage, goals, SWOT analysis, and operational decisions. It discusses analyzing social media platforms in the region, with growth on Twitter, Facebook, and YouTube. The mission is to enhance customer experience through digital channels. Operational areas covered include product design, supply chain management, content maintenance, human resources, quality measures, location strategy, and website layout.
Presentation is about online macro environment and digital marketing environment. Further, market place analysis, SWOT analysis, online market place map, PESTLE analysis, digital economy defined, digital immigrants vs digital natives, innovation vs disruptive innovation, non existing businesses, etc.
The New SEO: User Behavior, Social Engagement and Brand PreferenceMary Mac
The document discusses how search engine optimization (SEO) has changed and now factors in user behavior, social engagement, and brand preference in addition to traditional "old school" SEO techniques. It notes that Google search results are now affected by how users interact with sites they find in search results, mentions and links on social media, and brand searches. The document provides examples of data points that search engines now monitor related to these new factors and suggests ways for marketers to utilize content, analytics, testing, lead nurturing, search, community building, and mobile strategies to optimize for the new SEO landscape.
Muvarde is a company that produces handcrafted leather goods. They have developed a technology plan to boost online engagement and sales through social media and their website. The plan includes recommendations for identity management, customer interaction features, a centralized online platform, gamification, and an improved shopping cart. It prioritizes these recommendations and provides a timeline for implementation over 2 years. Key metrics for measuring the success of the plan include social media engagement, word of mouth, new customers and revenues, and financial returns from social media referrals.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Best practices for project execution and deliveryCLIVE MINCHIN
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2. INTRODUCTION
CANVAS 1.0
•
–
–
–
MARKET RESEARCH
CANVAS 2.0
•
•
Social networks
Website
Mobile App
Increased market research
–
–
CHALLENGES
ONGOING WORK
Upgraded marketing channels
New landing pages
Survey
Re-designed Business Model (2.0)
4. INTRODUCTION
In order to have more information we did:
CANVAS 1.0
MARKET RESEARCH
•
–
CANVAS 2.0
•
CHALLENGES
ONGOING WORK
Interviews
Survey
–
•
Around 20 people
Recent but already with around 40 answers
Landing Pages
–
2 Sets of landing pages to clarify on:
» Customer Segment
» Price
5. Key Partners
•Producers of
cleaning products
•Dorms and unis
•Students
associations
•Other material
suppliers
•IT partner
Key Resources
•Cleaning
products
•Loyal and
engaged working
force not very
demanding
•Webpage
Key Activities
•Cleaning
services
•Platform
management
(ITs)
•Costumers
support – social
networks
•HR
management
Value
Proposition
Customer
Relationships
•Competitive
price
•Safe
services
•Responsible
employees
(quality
checks)
Cost Structure
•Cleaning and additional products 20%
•Wages 60% (according to the interviews)
•IT costs – installation and support 15%
•Marketing costs 5%
•Website
•Social
networks
•Prepaid
cards
Customer
Segments
•Students
living in
the dorms
•Other
people in
the dorms
Channels*
•Students
association
•Flyers
•Social networks
•International
office
•Guerilla mrktng
Revenue Streams
•
Cleaning services – Transaction 75%
Subscription 18%
Affiliation – advertisements and „resale
of products“ 2%
Prepaid cards 5%
7. Customer Segments
•
•
•
•
• Students living in the
dorms
• Other people in the
dorms
University students
International and Local
Other people living in
the dorms
Students living in other
flats
Hypothesis
Students living in shared flat
represent a segment
Validation
Get positive
interviews
feedback
Result
from
Not enough people living in
shared flats would consider our
service
Landing Page from shared flat
receives higher traffic
Many people showed more
interest in the dorm version
8. Value Propositions
•
•
•
•
Low price
Safe Services - checking
students before and after
the cleaning
Responsible employees
Two types of services
• Competitive price
• Safe services
• Responsible employees
(quality checks)
• One type of Service
– Basic cleaning
– Complete cleaning
– Common Areas
Hypothesis
Validation
Result
Students living in dorms recognize
value in a low-cost cleaning
service
Landing page has more traffic
than the specialized service
We got higher traffic in the lowcost version (around 20% more)
when compared to the other
version
Dorm’s tenants value two types of
service
Through
several
interviews
understand if there is demand for
this two types
Interviews shown that two offers
weren’t appealing, they would
just prefer the common areas
service
9. Channels
•
•
•
•
•
•
•
•
•
•
Students association
Flyers
Social networks
•
•
University newspaper
Students association
Flyers deployed in the
universities and dormitories
Flyers available at the
reception
Social networks
International office
Word of mouth
International office
Guerilla marketing
• Facebook
• Twitter
• LinkedIn
Hypothesis
Validation
Result
The key channels to spread
awareness
about
UNI-Clean
would be social networks and
WOM
Perform a survey to have
quantitative feedback on the issue
It was shown that people would
prefer to know about UNI-Clean
first through the website, than
facebook, e-mail
and than
through the mobile app
10. Customer Relationships
• Automated website
• Social network’s
costumer service
• Book of complaints
• Loyalty cards
• Website
• Social networks
• Customers together
• Personalized response
• Prepaid cards
• All references online
• Mobile App
Hypothesis
Validation
Result
Our mobile App will be user
friendly and accessible
Test with paper prototypes and
POP prototype to receive
feedback
Users were considerably happy
with the app (72%) and found it
easy to work with
11. How to respond to complaints?
1. Respond!
2. Thank for complaint, be inviting!
3. Recommend better alternatives!
4. Route complaint within company (to the right
person)!
5. Provide refunds and apologies!
6. For letters: more elaborate responses
7. For e-mails: faster responses
12. Revenue Streams
• Cleaning services from
the students
• Reselling of products
• Online payments
straight after the
confirmation
Cleaning services
• Transaction 75%
• Subscription 18%
• Affiliation
– Advertisements and
product sales 2%
• Pre-paid card 5%
Hypothesis
Validation
Result
Customers will accept and value
our online paying method
Get positive feedback from survey
through 2 different questions
Most people are familiar with this
method of payment (81%) and
would accept to pay this way
(69%)
13. Key Activities
• Cleaning services
• Platform
management (ITs)
• Costumers support –
social networks
• HR management
• Sale of products
• Cleaning services
• Platform management
(ITs)
• Costumers support
– social networks
• HR management
• Selection and performance
analysis duties
14. Key Resources
•
•
•
•
• Quality, low-cost
cleaning products
• Loyal and engaged
working force
• Low cost Staff
• Webpage
Cleaning products
Workers
Low wages
Online platform
Hypothesis
Validation
Result
We will have enough students
willing to represent our working
force
Perform interviews to understand
this subject
66% of people interviewed would
be willing to work for us
Insert in the survey questions
towards the matter
56 % of the answers in the survey
would work for us
15. Key Partners
• Producers of cleaning
products
• Dormitories and
universities
• Students associations
• Other material suppliers
- uniforms, flyers and
other products needed
• IT partner
• Cleaning products
suppliers
• Dormitories and
universities
• Students associations
• Other material suppliers
• IT partner
16. Cost Structure
• Cleaning and additional
products 20%
• Wages 60%
• IT costs – installation and
support 10%
• Marketing costs 10%
• Cleaning and
additional products
• Wages
• IT costs – installation
and support
• Marketing costs
Hypothesis
Validation
Result
Our cost structure will be as
predicted
Perform a financial plan from 3 to
5 years and assess the truth of the
hypothesis
Under Test
18. Blog
INTRODUCTION
CANVAS 1.0
Description of team
members
MARKET RESEARCH
CANVAS 2.0
Description of the
idea
CHALLENGES
ONGOING WORK
Main page of the blog
where visitors can
find all the
information published
during the past
months.
Entrepreneurship and
Business Planning
sessions and learnings
Business Model
(CANVAS)
Presentation
News about
entrepreneurship in
Portugal
External sources of
inspiration
www.uni-clean.blogspot.pt
30. INTRODUCTION
Security Tutorial
Dorms Cleaning Services
1
CANVAS 1.0
MARKET RESEARCH
Students receive
training before being
accepted as UNI-Clean
staff
2
Our clients have access
to the “ratings” and
past recommendations
of UNI-Clean staff.
UNI-Clean provides
security checks
BEFORE each cleaning
service provided
CANVAS 2.0
CHALLENGES
ONGOING WORK
UNI-Clean provides
security checks AFTER
each cleaning service
provided
4
We invite our clients to
rate and give their
opinion about the
cleaning services
provided by our staff
3
5
36. Contact Partners
INTRODUCTION
CANVAS 1.0
•Products suppliers
- Cleaning products
- Uniforms
MARKET RESEARCH
CANVAS 2.0
CHALLENGES
ONGOING WORK
•IT Partner
Company specialized in digital platforms
Incubated at UPTEC – Technological incubator of
University of Porto
To mention there is no demand of service in the shared flats!
In the process we thought about two different services with the specific names – we are testing them right now again through the landind page.
To mention that we know how to threat to the unsatisfied customers! The steps in the document. From MM. Book of praise????
To come up with the name of the card?
Payments also in cash but only before the service! We would avoid to unsatisfaction by the trial for free.