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“Combining convenient, reliable
transportation with sustainable ideas for
the future”
What are we about?
Transportation
-convenient
-reliable
-cheap
-no stress
-readily available
-travel together
-ride as a passenger

Sustainability

-limit greenhouse gas
emissions
-reduce the number of cars
on the road
-reduce parking spots
needed
-create less waste
-contribute to the solution
not the problem

Where and how can we apply this?
Market Opportunity
Greater Toronto Area
-traffic congestion is at
an all time high
-lack of parking spots
downtown
-stressful driving
-inconvenient public
transportation
-businesses unable to
provide adequate
parking

Business Park Expansions
-no room for businesses
downtown
-relocating to outer
business parks
-lack of public
transportation to this area
“At E-Shuttle we strive to provide
convenient sustainable
transportation services for your
business employees.”
Our team
 James

Roth (Project Manager)
 Breanne O’Grady (Communications)
 Dave Carscadden (Finance)
 Yilun (Tommy) Na(R&D/Technology)
 Wen(Claire) Tian(Marketing)
Overview








Service Description
Technology
Market Comparison
Market Place
Customers and Competitors
Marketing Strategies
Operation









Strategy
Scope

Contract/Business Case
Development Plan
Financials
Factors Contributing to Success
Service Description
 Contractual

shuttle service
 Provides a convenient
transportation for daily commutes,
travel to special events, meetings
etc.
 Reduces congestion and parking
in busy downtown Toronto
Service Description
 Allows

employees an added perk
to working for a company
 Specialized and customizable
pickup routes
 Professional drivers
Electric Van ( Peugeot eBoxer )
 Fully

electricity powered
 Average range of 160km, with the top
speed of 112 km/h
 Three phase charging in 7-9 hours , level
2
 Cost: $74,000
 Aim to zero emissions of vehicles
Marketing Comparison
 Personal

vehicles
 Public transportation
 Other shuttle companies
 Compare the electricity cost and
gasoline cost
 Charging electric vehicle in one
month will be 100 dollars cheaper
than refueling traditional vehicle
with gasoline. (CPS Energy, 2013)
Marketplace



Shuttle service
SWOT Analysis
Strengths:

-low operating costs (no gas to pay for)
-no direct competition

Weaknesses:
-new technology used at this scale
-limited range on vehicles

-multiple benefits for client

-limited charging infrastructure

-environmentally friendly stigma

S.W.O.T
Opportunities:

Threats:

-large scale of application

-no barriers to entry

-technological improvements

-many indirect competitors

-partnership with EV charging stations

-limited interest from companies
Customers and competitors


Target customers: Large corporations in greater
Toronto area
 Business parks
 Green incentive, green lifestyle
 Judge their environmental practices as
inadequate
 Improve their Corporate Social Responsibility
Report
 With abundant money
Marketing Strategies







Target Market -define
Service -describe
Advertising-communicate
Logo
Green Seal Certification
 US-based,

non-profit environmental labelling
organization




Conferences
Green events
 Live



Green Toronto

Social Media Channels


Facebook, Twitter
Operation
 Outsourcing

of services to major industrial
companies in Toronto.

 Strategy

is comprised of three areas:

 Provide

a quality transportation service,
 Increase sustainability awareness, and
contribute to companies green initiative; and,
 Reduce travel and wait time for all parties.
Operations Strategy
 All

operations will be based on projects.

 Constant
1)
2)



communication between:

E-Shuttle and drivers
E-Shuttle and contracted companies

Range of sites, routes and scheduling will be
dependent upon contracted company.

Create standards for entire operation and
service.





Bids, awards and contracts
All communication
Routes
Operation Scope
Inter-office operations will focus on marketing, and
project management of contracts.
• Market for new customers and for the re-signing of
current companies.
• Project management will include all communication
between customer and drivers, creation of routes
and schedules.
Main hire is drivers:
• 1 full-time driver per car, 1
part-time driver per 2 vehicles
• Main form of expenses; as
company expands new
drivers will need to be hired
and trained.
Contract and Business Case
 Standard

contract for all companies:

 E-Shuttle

Fees
 Customer Fees
 Insurance
 Compliance
 Scope of work
 Party Responsibilities
Development
 Short

Term (Conservative)

# of

Year 1

Year 2

Year 3

Year 4

Year 5

Shuttles

5

8

11

14

17

Drivers

7

11

15

19

23

Clients

1

1-2

2

3

4

 Long

Term (Aggressive)

# of

Year 6

Year 7

Year 8

Year 9

Year 10

Shuttles

25

35

45

60

75

Drivers

32

45

58

78

98

Clients

5

7

9

12

15
Financials Year 1
Year 1 – 5 Shuttle Vans
Yearly Revenue

$385,000

Yearly Expenses
Vehicles

$74,604

Maintenance

$18,000

Marketing

$3,000

Salaries

$180,000

Charging Expenses $4,500
Income Taxes

$20,978

Total Yearly Expenses

$301,082

Net Income

$83,918
Financials Year 6
Year 6 – 25 Shuttle Vans
Yearly Revenue

$1,840,000

Yearly Expenses
Vehicles

$298,452

Maintenance

$90,000

Marketing

$3,000

Salaries

$855,000

Charging Expenses $22,500
Income Taxes

$114,208

Total Yearly Expenses

$1,383,160

Net Income

$456,840
Financials
Profit Per Year
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000

Profit

$600,000
$400,000
$200,000
$0
1

2

3

4

5

6

7

8

9 10
Factors to Success
 Much

lower operation costs compared to
the competition
 Ontario Government EV Car grant helping
with purchase of vans
 Expansion of downtown core to outer city
business parks
 Green status that is attached to hiring EShuttle
Thank you!

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E shuttle (final presentation)

  • 1. “Combining convenient, reliable transportation with sustainable ideas for the future”
  • 2. What are we about? Transportation -convenient -reliable -cheap -no stress -readily available -travel together -ride as a passenger Sustainability -limit greenhouse gas emissions -reduce the number of cars on the road -reduce parking spots needed -create less waste -contribute to the solution not the problem Where and how can we apply this?
  • 3. Market Opportunity Greater Toronto Area -traffic congestion is at an all time high -lack of parking spots downtown -stressful driving -inconvenient public transportation -businesses unable to provide adequate parking Business Park Expansions -no room for businesses downtown -relocating to outer business parks -lack of public transportation to this area
  • 4. “At E-Shuttle we strive to provide convenient sustainable transportation services for your business employees.”
  • 5. Our team  James Roth (Project Manager)  Breanne O’Grady (Communications)  Dave Carscadden (Finance)  Yilun (Tommy) Na(R&D/Technology)  Wen(Claire) Tian(Marketing)
  • 6. Overview        Service Description Technology Market Comparison Market Place Customers and Competitors Marketing Strategies Operation       Strategy Scope Contract/Business Case Development Plan Financials Factors Contributing to Success
  • 7. Service Description  Contractual shuttle service  Provides a convenient transportation for daily commutes, travel to special events, meetings etc.  Reduces congestion and parking in busy downtown Toronto
  • 8. Service Description  Allows employees an added perk to working for a company  Specialized and customizable pickup routes  Professional drivers
  • 9. Electric Van ( Peugeot eBoxer )  Fully electricity powered  Average range of 160km, with the top speed of 112 km/h  Three phase charging in 7-9 hours , level 2  Cost: $74,000  Aim to zero emissions of vehicles
  • 10. Marketing Comparison  Personal vehicles  Public transportation  Other shuttle companies  Compare the electricity cost and gasoline cost  Charging electric vehicle in one month will be 100 dollars cheaper than refueling traditional vehicle with gasoline. (CPS Energy, 2013)
  • 11. Marketplace   Shuttle service SWOT Analysis Strengths: -low operating costs (no gas to pay for) -no direct competition Weaknesses: -new technology used at this scale -limited range on vehicles -multiple benefits for client -limited charging infrastructure -environmentally friendly stigma S.W.O.T Opportunities: Threats: -large scale of application -no barriers to entry -technological improvements -many indirect competitors -partnership with EV charging stations -limited interest from companies
  • 12. Customers and competitors  Target customers: Large corporations in greater Toronto area  Business parks  Green incentive, green lifestyle  Judge their environmental practices as inadequate  Improve their Corporate Social Responsibility Report  With abundant money
  • 13. Marketing Strategies      Target Market -define Service -describe Advertising-communicate Logo Green Seal Certification  US-based, non-profit environmental labelling organization   Conferences Green events  Live  Green Toronto Social Media Channels  Facebook, Twitter
  • 14. Operation  Outsourcing of services to major industrial companies in Toronto.  Strategy is comprised of three areas:  Provide a quality transportation service,  Increase sustainability awareness, and contribute to companies green initiative; and,  Reduce travel and wait time for all parties.
  • 15. Operations Strategy  All operations will be based on projects.  Constant 1) 2)  communication between: E-Shuttle and drivers E-Shuttle and contracted companies Range of sites, routes and scheduling will be dependent upon contracted company. Create standards for entire operation and service.    Bids, awards and contracts All communication Routes
  • 16. Operation Scope Inter-office operations will focus on marketing, and project management of contracts. • Market for new customers and for the re-signing of current companies. • Project management will include all communication between customer and drivers, creation of routes and schedules. Main hire is drivers: • 1 full-time driver per car, 1 part-time driver per 2 vehicles • Main form of expenses; as company expands new drivers will need to be hired and trained.
  • 17. Contract and Business Case  Standard contract for all companies:  E-Shuttle Fees  Customer Fees  Insurance  Compliance  Scope of work  Party Responsibilities
  • 18. Development  Short Term (Conservative) # of Year 1 Year 2 Year 3 Year 4 Year 5 Shuttles 5 8 11 14 17 Drivers 7 11 15 19 23 Clients 1 1-2 2 3 4  Long Term (Aggressive) # of Year 6 Year 7 Year 8 Year 9 Year 10 Shuttles 25 35 45 60 75 Drivers 32 45 58 78 98 Clients 5 7 9 12 15
  • 19. Financials Year 1 Year 1 – 5 Shuttle Vans Yearly Revenue $385,000 Yearly Expenses Vehicles $74,604 Maintenance $18,000 Marketing $3,000 Salaries $180,000 Charging Expenses $4,500 Income Taxes $20,978 Total Yearly Expenses $301,082 Net Income $83,918
  • 20. Financials Year 6 Year 6 – 25 Shuttle Vans Yearly Revenue $1,840,000 Yearly Expenses Vehicles $298,452 Maintenance $90,000 Marketing $3,000 Salaries $855,000 Charging Expenses $22,500 Income Taxes $114,208 Total Yearly Expenses $1,383,160 Net Income $456,840
  • 22. Factors to Success  Much lower operation costs compared to the competition  Ontario Government EV Car grant helping with purchase of vans  Expansion of downtown core to outer city business parks  Green status that is attached to hiring EShuttle