This is a Sales Proposal that me and three of my class mates created for our Personal Selling class. The product is a Smarte Carte Charge Carte rapid charging kiosk that we would try to sell to colleges, we focused on San Francisco State.
Aeromexico upgraded its reservation and check-in platform to the Sabre system to improve the customer experience. However, during the launch many issues arose as the new system had problems and not all employees were properly trained. This led to widespread flight delays and cancellations. Angry passengers flooded Aeromexico's social media channels with complaints as no information was provided about the problems. Aeromexico's directors realized they were unprepared for such a crisis and struggled to develop an effective response plan to communicate with passengers and address the issues in a timely manner.
This document provides an overview and marketing plan for SeaPort Airlines. SeaPort provides air service to small, rural cities from larger hubs across several states. The plan aims to increase passenger numbers by 20% through building brand awareness. SeaPort offers a faster alternative to long drives, with comfortable, non-crowded planes. The plan seeks to address customer needs like avoiding high fares through a frequent flyer program and providing a stress-free travel experience.
The document discusses Michelin, a tire and mobility company. It provides details on Michelin's history, leadership, organizational structure, strategic business units which include tires, tourism and navigation products. There is an analysis of Michelin's tire production rates, manufacturing process, internal financial situation, and external competitive environment. Key competitors in the tire industry like Bridgestone and Goodyear are also discussed. Government regulations and the potential for new competitors entering the Asian market are noted as influences in Michelin's industry environment.
The student proposes upgrading the outdated technology in Clark Hall classrooms at University of Missouri–Saint Louis. A student survey found 58 out of 60 students felt Clark Hall's learning tools were more antiquated than their previous schools. The proposal recommends installing SMART boards and dry erase boards in the 11 outdated classrooms, citing their benefits for students and teachers. The total estimated costs are under $60,000, and grants may be available to help with expenses. The upgrades would modernize Clark Hall and better prepare students for their future careers.
Reimagining the University in a Student-Centric WorldCognizant
New tech savvy gen is requiring universities to re-think their business model and put the student at the center of their strategy. There will be a significant diversity in university mission and execution across the future higher education landscape. Achieving student centricity will require better technology and data-driven insights and partnerships are critical in navigating a path to the future.
Campus Cruzer is a proposed rideshare service for students at California State University of Los Angeles (CSULA). It aims to alleviate stress and frustration from limited parking on campus by providing affordable transportation for students to and from campus. The target market is the 24,488 undergraduate and graduate students at CSULA, who are predominantly Hispanic/Latino. Campus Cruzer expects to gain 15% usage within the first year by marketing directly to students and promoting its low cost and convenience compared to driving, public transportation, and other transportation services. Its goals are to create a safer campus environment and more affordable transportation for students.
This proposal suggests implementing a monthly payment plan for Purdue University student parking passes. Currently, the $100 "C" parking passes must be paid in full upfront. A monthly payment option of $11.11 per month would alleviate students' financial burden. It also proposes creating an interactive online parking map, allowing online pass purchases and home delivery, and installing scanners to enforce monthly payments. The changes aim to increase pass sales while providing a steady cash flow for parking operations. Implementing the new system is estimated to cost $20,000 and take 5 years.
Aeromexico upgraded its reservation and check-in platform to the Sabre system to improve the customer experience. However, during the launch many issues arose as the new system had problems and not all employees were properly trained. This led to widespread flight delays and cancellations. Angry passengers flooded Aeromexico's social media channels with complaints as no information was provided about the problems. Aeromexico's directors realized they were unprepared for such a crisis and struggled to develop an effective response plan to communicate with passengers and address the issues in a timely manner.
This document provides an overview and marketing plan for SeaPort Airlines. SeaPort provides air service to small, rural cities from larger hubs across several states. The plan aims to increase passenger numbers by 20% through building brand awareness. SeaPort offers a faster alternative to long drives, with comfortable, non-crowded planes. The plan seeks to address customer needs like avoiding high fares through a frequent flyer program and providing a stress-free travel experience.
The document discusses Michelin, a tire and mobility company. It provides details on Michelin's history, leadership, organizational structure, strategic business units which include tires, tourism and navigation products. There is an analysis of Michelin's tire production rates, manufacturing process, internal financial situation, and external competitive environment. Key competitors in the tire industry like Bridgestone and Goodyear are also discussed. Government regulations and the potential for new competitors entering the Asian market are noted as influences in Michelin's industry environment.
The student proposes upgrading the outdated technology in Clark Hall classrooms at University of Missouri–Saint Louis. A student survey found 58 out of 60 students felt Clark Hall's learning tools were more antiquated than their previous schools. The proposal recommends installing SMART boards and dry erase boards in the 11 outdated classrooms, citing their benefits for students and teachers. The total estimated costs are under $60,000, and grants may be available to help with expenses. The upgrades would modernize Clark Hall and better prepare students for their future careers.
Reimagining the University in a Student-Centric WorldCognizant
New tech savvy gen is requiring universities to re-think their business model and put the student at the center of their strategy. There will be a significant diversity in university mission and execution across the future higher education landscape. Achieving student centricity will require better technology and data-driven insights and partnerships are critical in navigating a path to the future.
Campus Cruzer is a proposed rideshare service for students at California State University of Los Angeles (CSULA). It aims to alleviate stress and frustration from limited parking on campus by providing affordable transportation for students to and from campus. The target market is the 24,488 undergraduate and graduate students at CSULA, who are predominantly Hispanic/Latino. Campus Cruzer expects to gain 15% usage within the first year by marketing directly to students and promoting its low cost and convenience compared to driving, public transportation, and other transportation services. Its goals are to create a safer campus environment and more affordable transportation for students.
This proposal suggests implementing a monthly payment plan for Purdue University student parking passes. Currently, the $100 "C" parking passes must be paid in full upfront. A monthly payment option of $11.11 per month would alleviate students' financial burden. It also proposes creating an interactive online parking map, allowing online pass purchases and home delivery, and installing scanners to enforce monthly payments. The changes aim to increase pass sales while providing a steady cash flow for parking operations. Implementing the new system is estimated to cost $20,000 and take 5 years.
The document summarizes changes to transportation services at the University of Minnesota. It discusses adjustments made to Campus Shuttle routes, including added stops and a new weekend route. It also notes that Fleet Services rental and lease rates increased slightly in July. Finally, it reminds PTS employees of financial misconduct policies to prevent fraud.
Next Step Up Avenue is a company that aims to connect college students with career opportunities. It provides networking opportunities, internships, and jobs for students to line up employment after graduation. The company seeks $200,000 in funding for 20% equity to expand its services across multiple college campuses through various marketing strategies like campus promotions, community promotions, and mobile advertising. It offers internships tailored to different career fields for enrolled students and recent graduates. The goal is to ease students' transition from college to the workforce through networking with CEOs and providing reliable career opportunities.
Next Step Up Avenue is a company that aims to connect college students with career opportunities. It provides networking opportunities, internships, and jobs for students to line up employment after graduation. The company seeks $200,000 in funding for 20% equity to expand its services across multiple college campuses through various marketing strategies like campus promotions, community promotions, and mobile advertising. It offers internships tailored to different career fields for enrolled students and recent graduates. The goal is to ease students' transition from college to the workforce through networking with CEOs and providing reliable career opportunities.
This document describes a group project submission for a wireless charging startup called Wave. It includes:
- Names and student IDs of the four group members and a description of each member's work and contribution percentage.
- An overview of Wave, which plans to introduce wireless ultrasound charging technology in public locations like shopping centers, airports, cafes and universities starting in Dublin and later expanding globally.
- A table of contents that outlines sections on background/introduction, market research/opportunity, business model, milestones and goals, and management team.
The document describes a proposed mobile app called Scrappy Cash created by UNT students to help incoming freshmen access financial resources and services offered by the university more easily. Scrappy Cash would integrate information about students' majors, housing, meal plans, loans, scholarships, and more. It would allow students to search and bookmark financial opportunities, access email and profiles, view a glossary of terms and FAQs, and pay bills. Interviews with students suggested the current financial information and processes are disorganized and confusing. The app aims to improve communication through a more visual and centralized platform.
Careers Genius is a proposed mobile app that would simplify searching for jobs, colleges, and universities in the UK. The app would use simple filters and sliders to refine searches. It would focus on college and university searches as its core feature. A premium version of the app could allow direct applications and resume submissions to further education institutions for a fee. The proposal discusses competitors, mockups of the app interface, and an initial marketing strategy through social media and high schools.
The ScholarChip School Safety and Operations System (SSOS) allows schools to track student attendance, monitor security, and facilitate payments and communications. On a typical school day, a student taps their ID card multiple times to record attendance on the bus, entering the school, attending classes, purchasing lunch, and more. The integrated system provides real-time data to administrators and issues alerts if students are late or absent. It also manages visitors, notifications to parents, and online payments and commerce. The cloud-based SSOS aims to improve school operations and reduce costs through its comprehensive suite of features.
The Spartan Garage was founded to address the lack of parking at Norfolk State University. The 300-space garage will be built next to the new student union, generating revenue through parking decals. It aims to provide adequate parking for students, faculty and staff while decreasing traffic and improving safety. Market research was conducted to understand customer preferences and inform a marketing strategy targeting these groups.
The 10 Best University Mobile Apps of 2015modolabs
In 2015 we saw colleges and universities, large and small, raise the bar on the mobile campus experience, and take their apps well beyond the basics. While it remains critical for mobile campus apps to include the practical functions and information that students rely on, 2015 was the year when many schools took advantage of advanced features and use-cases that took student engagement to the next level.
With so many excellent campus apps out there, it was difficult to select just 10, view this Slideshare to see our picks for the Best University Mobile Apps of 2015, in alphabetical order.
Campus Consortium Webinar Featuring $ 60,000 Grant Award Winner Central Carol...Campus Consortium
The webinar talks of how the university developed an official mobile app through a seamless process. The Grant Webinar features Central Carolina Technical College, Sumter, South Carolina, which was awarded a $60,000 Mobile Campus Grant.
About the Presenter:
Brian Davis is the Director of Information and Learning Technologies at Central Carolina Technical College, a two-year community technical college in Sumter, SC and part of the sixteen-institution technical college system for the State of South Carolina.
With twenty-five years of experience working in, and managing Information Technology departments and projects across diverse industries, Brian knows how to leverage technical resources to meet the demands of executive leadership, business managers, and customers efficiently and effectively.
The document discusses how school districts in New York and other states are facing budget constraints due to property tax caps and decreased government funding. This has forced districts to find creative ways to cut costs while maintaining educational quality. The document proposes that districts can save money by consolidating multiple standalone IT systems into a single unified system provided by ScholarChip. This unified system would reduce hardware, software, maintenance and licensing fees for the district.
Visit colleges from the comfort of your homeyouvisit1
Students can now virtually visit college campuses from their smartphones or iPhones to gather information without traveling. This innovative software allows panoramic 3D tours of campuses and the ability to view sports facilities, medical services, faculty, libraries and more. It also has full GPS and 360 degree viewing. Prospective students and colleges can interact online to help students make informed decisions and colleges understand visitor behavior on their websites.
The marketing plan proposes a bicycle rental service called Campus Cruise for university students. It will provide bikes to rent on college campuses across the US. The plan outlines objectives to have the service in 5 schools in year 1 and 20 by year 2, with a revenue goal of $250,000 in year 1. It discusses targeting students who don't have cars as a convenient and eco-friendly transportation option. A SWOT analysis identifies strengths like convenience and environmental benefits, and weaknesses like lack of experience and start-up budget constraints.
This document proposes building three parking garages on a college campus to address issues with limited parking. Currently, there are not enough parking spaces, which causes problems for students trying to find parking. The proposal suggests building one garage at a time over three to four years. Each garage would be designated for either students or faculty. This would eliminate parking restrictions and provide safer, more accessible parking protected from weather. Funding options include donations, student fees, and using engineering students to design the garages. Construction would occur during the summer to minimize disruption.
The document describes AARMS Value Chain Private Limited, a service management company that focuses on improving workflow, process management, and value chains to maximize profitability. Some key points:
- AARMS manages non-core areas like accounts receivable, accounts payable, document management, and customer support for clients.
- It has grown from a sole proprietorship to employ 100 people over 10 years.
- It offers supply chain management services through an online fleet exchange portal matching transporters to clients.
The Darwin International Airport is undergoing a $60 million terminal expansion project to increase capacity and improve customer experience. The project will double the size of the terminal and include additional facilities like baggage systems, security areas, and lounges. During construction, some areas of the terminal will be closed off but operations will continue normally. The permit parking area has been moved to the other side of the terminal during construction.
Push Notifications for Effective School- Parent CommunicationsDurga Prasad Tumu
Most smartphones users these days are aware of the push notification system. These Push Notifications allow your app to extend beyond the browser and provides an incredible way of user engagement.
For more details, please visit:https://www.edecofy.com/blog/push-notifications-for-effective-school-parent-communications
A school mobile app provides a simple way to communicate information to students, parents, and teachers. It allows users to book events, view course information, shop for school supplies, and submit forms from their smartphones. The app can also send push notifications to broadcast messages and reminders, targeting specific groups like parents or students. An effective school mobile app improves communication and engagement with the entire school community.
This document discusses the opportunity in the education laptop market in the UK. Historically, the government funded a £300m per year laptop program that only reached 15% of disadvantaged children. With changes to government funding and ongoing technology needs in education, there is now a £700m market potential. A managed laptop program could reach 100% of students and satisfy the demand. Suppliers could tap into this large and profitable market by providing simple, managed services solutions that reduce costs and complexity while boosting profits over the long term.
The document summarizes changes to transportation services at the University of Minnesota. It discusses adjustments made to Campus Shuttle routes, including added stops and a new weekend route. It also notes that Fleet Services rental and lease rates increased slightly in July. Finally, it reminds PTS employees of financial misconduct policies to prevent fraud.
Next Step Up Avenue is a company that aims to connect college students with career opportunities. It provides networking opportunities, internships, and jobs for students to line up employment after graduation. The company seeks $200,000 in funding for 20% equity to expand its services across multiple college campuses through various marketing strategies like campus promotions, community promotions, and mobile advertising. It offers internships tailored to different career fields for enrolled students and recent graduates. The goal is to ease students' transition from college to the workforce through networking with CEOs and providing reliable career opportunities.
Next Step Up Avenue is a company that aims to connect college students with career opportunities. It provides networking opportunities, internships, and jobs for students to line up employment after graduation. The company seeks $200,000 in funding for 20% equity to expand its services across multiple college campuses through various marketing strategies like campus promotions, community promotions, and mobile advertising. It offers internships tailored to different career fields for enrolled students and recent graduates. The goal is to ease students' transition from college to the workforce through networking with CEOs and providing reliable career opportunities.
This document describes a group project submission for a wireless charging startup called Wave. It includes:
- Names and student IDs of the four group members and a description of each member's work and contribution percentage.
- An overview of Wave, which plans to introduce wireless ultrasound charging technology in public locations like shopping centers, airports, cafes and universities starting in Dublin and later expanding globally.
- A table of contents that outlines sections on background/introduction, market research/opportunity, business model, milestones and goals, and management team.
The document describes a proposed mobile app called Scrappy Cash created by UNT students to help incoming freshmen access financial resources and services offered by the university more easily. Scrappy Cash would integrate information about students' majors, housing, meal plans, loans, scholarships, and more. It would allow students to search and bookmark financial opportunities, access email and profiles, view a glossary of terms and FAQs, and pay bills. Interviews with students suggested the current financial information and processes are disorganized and confusing. The app aims to improve communication through a more visual and centralized platform.
Careers Genius is a proposed mobile app that would simplify searching for jobs, colleges, and universities in the UK. The app would use simple filters and sliders to refine searches. It would focus on college and university searches as its core feature. A premium version of the app could allow direct applications and resume submissions to further education institutions for a fee. The proposal discusses competitors, mockups of the app interface, and an initial marketing strategy through social media and high schools.
The ScholarChip School Safety and Operations System (SSOS) allows schools to track student attendance, monitor security, and facilitate payments and communications. On a typical school day, a student taps their ID card multiple times to record attendance on the bus, entering the school, attending classes, purchasing lunch, and more. The integrated system provides real-time data to administrators and issues alerts if students are late or absent. It also manages visitors, notifications to parents, and online payments and commerce. The cloud-based SSOS aims to improve school operations and reduce costs through its comprehensive suite of features.
The Spartan Garage was founded to address the lack of parking at Norfolk State University. The 300-space garage will be built next to the new student union, generating revenue through parking decals. It aims to provide adequate parking for students, faculty and staff while decreasing traffic and improving safety. Market research was conducted to understand customer preferences and inform a marketing strategy targeting these groups.
The 10 Best University Mobile Apps of 2015modolabs
In 2015 we saw colleges and universities, large and small, raise the bar on the mobile campus experience, and take their apps well beyond the basics. While it remains critical for mobile campus apps to include the practical functions and information that students rely on, 2015 was the year when many schools took advantage of advanced features and use-cases that took student engagement to the next level.
With so many excellent campus apps out there, it was difficult to select just 10, view this Slideshare to see our picks for the Best University Mobile Apps of 2015, in alphabetical order.
Campus Consortium Webinar Featuring $ 60,000 Grant Award Winner Central Carol...Campus Consortium
The webinar talks of how the university developed an official mobile app through a seamless process. The Grant Webinar features Central Carolina Technical College, Sumter, South Carolina, which was awarded a $60,000 Mobile Campus Grant.
About the Presenter:
Brian Davis is the Director of Information and Learning Technologies at Central Carolina Technical College, a two-year community technical college in Sumter, SC and part of the sixteen-institution technical college system for the State of South Carolina.
With twenty-five years of experience working in, and managing Information Technology departments and projects across diverse industries, Brian knows how to leverage technical resources to meet the demands of executive leadership, business managers, and customers efficiently and effectively.
The document discusses how school districts in New York and other states are facing budget constraints due to property tax caps and decreased government funding. This has forced districts to find creative ways to cut costs while maintaining educational quality. The document proposes that districts can save money by consolidating multiple standalone IT systems into a single unified system provided by ScholarChip. This unified system would reduce hardware, software, maintenance and licensing fees for the district.
Visit colleges from the comfort of your homeyouvisit1
Students can now virtually visit college campuses from their smartphones or iPhones to gather information without traveling. This innovative software allows panoramic 3D tours of campuses and the ability to view sports facilities, medical services, faculty, libraries and more. It also has full GPS and 360 degree viewing. Prospective students and colleges can interact online to help students make informed decisions and colleges understand visitor behavior on their websites.
The marketing plan proposes a bicycle rental service called Campus Cruise for university students. It will provide bikes to rent on college campuses across the US. The plan outlines objectives to have the service in 5 schools in year 1 and 20 by year 2, with a revenue goal of $250,000 in year 1. It discusses targeting students who don't have cars as a convenient and eco-friendly transportation option. A SWOT analysis identifies strengths like convenience and environmental benefits, and weaknesses like lack of experience and start-up budget constraints.
This document proposes building three parking garages on a college campus to address issues with limited parking. Currently, there are not enough parking spaces, which causes problems for students trying to find parking. The proposal suggests building one garage at a time over three to four years. Each garage would be designated for either students or faculty. This would eliminate parking restrictions and provide safer, more accessible parking protected from weather. Funding options include donations, student fees, and using engineering students to design the garages. Construction would occur during the summer to minimize disruption.
The document describes AARMS Value Chain Private Limited, a service management company that focuses on improving workflow, process management, and value chains to maximize profitability. Some key points:
- AARMS manages non-core areas like accounts receivable, accounts payable, document management, and customer support for clients.
- It has grown from a sole proprietorship to employ 100 people over 10 years.
- It offers supply chain management services through an online fleet exchange portal matching transporters to clients.
The Darwin International Airport is undergoing a $60 million terminal expansion project to increase capacity and improve customer experience. The project will double the size of the terminal and include additional facilities like baggage systems, security areas, and lounges. During construction, some areas of the terminal will be closed off but operations will continue normally. The permit parking area has been moved to the other side of the terminal during construction.
Push Notifications for Effective School- Parent CommunicationsDurga Prasad Tumu
Most smartphones users these days are aware of the push notification system. These Push Notifications allow your app to extend beyond the browser and provides an incredible way of user engagement.
For more details, please visit:https://www.edecofy.com/blog/push-notifications-for-effective-school-parent-communications
A school mobile app provides a simple way to communicate information to students, parents, and teachers. It allows users to book events, view course information, shop for school supplies, and submit forms from their smartphones. The app can also send push notifications to broadcast messages and reminders, targeting specific groups like parents or students. An effective school mobile app improves communication and engagement with the entire school community.
This document discusses the opportunity in the education laptop market in the UK. Historically, the government funded a £300m per year laptop program that only reached 15% of disadvantaged children. With changes to government funding and ongoing technology needs in education, there is now a £700m market potential. A managed laptop program could reach 100% of students and satisfy the demand. Suppliers could tap into this large and profitable market by providing simple, managed services solutions that reduce costs and complexity while boosting profits over the long term.
Similar to Sales Proposal Project Charge Carte (20)
2. Executive Summary
San Francisco State University is a commuter school with only 3,000 of its 30,125
students living on campus. Students, faculty, and staff of SFSU live all around the San
Francisco Bay Area and travel upwards of two hours to arrive on campus. A huge
inconvenience to all of these people is drained cell phones, PDAs, and MP3 Players.
This situation provides an opportunity for a business deal between San Francisco State
University and our company, Smarte Carte, Inc.
Our company can provide our product, the Charge Carte, to various locations around
SFSU’s campus. The Charge Carte is a rapid cell phone, PDA, and MP3 Player charging
kiosk that has already been implemented throughout airports, train stations, bus terminals,
shopping centers, and entertainment facilities across the United States of America. By
placing these kiosks throughout some of the more heavily populated areas and buildings
of SFSU, we feel that a huge, untapped market can provide revenue for both SFSU and
Smarte Carte.
Smarte Carte has a competent team that we have put together to work with SFSU,
consisting of our top Sales Associate, Financial Analyst, Head Technician, and one of our
best Project Managers. All of whom will provide excellent customer service to SFSU.
Smarte Carte has been in the service industry since 1976, and we base our reputation on
our excellent customer service and qualified team members. We have expanded our
many other cart and locker services all across the nation and world from just working in
three U.S. cities in 1976 to becoming a worldwide company that now also operates in
Italy, Sweden, Spain, and Australia.
Smarte Carte is proposing implementing five of our Charge Carte kiosks throughout
SFSU’s campus. For a one time fee of $10,476.19, Smarte Carte will provide the five
machines themselves, as well as shipping, installation, and general upkeep and
maintenance. We will then provide a commission of 22.5% to SFSU based on our
revenue.
We have provide a suggested action and timetable consisting of eighteen days, starting
with the proposal deal and order, then moving on to processing, shipping, installation,
and finally client and equipment follow up.
3. Introduction and Situation Analysis
At San Francisco State University, 3,000 of its total 30,125 students live within the
housing facilities on campus, clearly labeling SFSU as a commuter school. Students,
faculty, and staff live all around the bay area. They drive; take BART, MUNI, and/or
various other modes of transportation to arrive at SFSU. It takes some two or more hours
to get to campus, and they may only be there for one class. With the majority of students,
faculty, and staff, if not all of them carrying cell phones, PDAs, and MP3 players, the
need to recharge the batteries of these devices at universities is on the rise. Long travel
hours to and from SFSU can really drain these devices, especially when they are being
used the entire trip.
It has come to our knowledge that many cell phone users are faced with the
inconvenience of a low battery, or worst case scenario, a dead battery. Along with call
quality, a cell phone’s battery life is one of the most important considerations when
choosing a cell phone. The average battery life of a cell phone can range anywhere from
four to eight hours. This average is based on minimal talk time. Cell phone users at
SFSU: students, faculty, and staff, have at one time or another faced issues concerning
the battery life of their cell phone. We have made it our responsibility to become
knowledgeable on the needs and trends of cell phone, PDA, and MP3 player use of
students, faculty, and staff at SFSU. Are you aware that in 2004 census.gov reported the
number of cell phone subscribers in the United States reached approximately 159
million? This number grew at a rate of 4.67 percent from 1995. It is most likely that
number has doubled within the past three years due to the advances in technology and
new demands for cell phones. More often than not, students, faculty, and staff have been
faced with the issues concerning their cell phone battery life.
This has extremely negative effects to normal academic life for students and faculty.
Students and professors are busy individuals, and they have many important meetings
and appointments to keep. Their cell phones are their time manager, contact information
source, and keeper of their schedules for the day, week, or month. With all this
information on one little machine, it can be cumbersome to not be able to retrieve that
information due to a dead battery. If students of faculty were going to be late to a
scheduled meeting or if they wanted to change the time or place, they would not be able
to do so because their cell phone would be inactive.
As of now, the only options for them are to bring their cell phone chargers to school,
return to their car to charge their phone through their car charger, or suffer and not have a
functional cell phone for the remainder of the day. SFSU has outlets to charge users’ cell
phones located throughout all their buildings, but many of these are either being used or
unreachable due to classes using the room or there might not be any outlets available.
Professors can charge their device in their office, but they are only in their office for a
limited amount of time. SFSU’s staff is working and students are busy, so they do not
have the time to wait for their phone to charge in one place for so long a time.
4. Needs and Benefits Analysis
Our product, the Charge Carte, offers the convenience that students, faculty, and staff of
SFSU are looking for. It has come to our attention that San Francisco State University
could be a possible candidate for the implementation of our product, the Charge Carte,
made by us, Smarte Carte. We have realized that along with our present markets, the
opportunity of a new market has surfaced. SFSU has the opportunity to become our first
client in a recently discovered market. Smarte Carte Charge Carte services are primarily
located in airports, train stations, bus terminals, shopping centers, and entertainment
facilities around the world. Although this is our first attempt at a new market, our
primary markets have proven to be successful. Smarte Carte introduced its very first
service, the Chrome pull cart in San Francisco International Airport back in 1980. SFO
continues to use our services as well as our Locker and Charge Carte services. The
Charge Carte by Smarte Carte offers a convenient way to recharge your cell phone
battery.
It is a kiosk constructed of high quality steel that stands 63 inches in height, 21.75 inches
in width, and 19 inches deep. Considering a campus that covers about 141.61 acres with
eight different academic colleges, space is clearly not much of a concern to you, and our
product would easily fit into many convenient locations around your campus. The
Charge Carte is a self serve rapid charging kiosk, which provides connections for almost
every cell phone available to date. It has three connectors for iPods and iPhones, two for
LGs, and one each for Nextel, Motorola, Blackberry, Treo, Samsung, Nokia, and
Kyocera. The Charge Carte utilizes rapid charge technology that safely charges a cell
phone twice as fast as a standard outlet charger by being powered by 120 VAC 60HZ,
240 50 HZ.
By providing this service on your campus, you can eliminate the inconveniences stated
above. Let us emphasize the importance of placing our product on your campus. Charge
Carte is similar to that of the convenience machines you currently have on your campus.
It offers students the opportunity to purchase a card at the price of three dollars that will
allow them thirty minutes of rapid charging time. Customers can choose how long they
want to let their device charge. The amount of charge received will vary depending upon
how long the device is plugged in, specific model, and battery quality. Just like the snack
convenience and school supply machines you decided to place all around your campus,
our Charge Carte will provide your students, faculty, and staff with the same satisfaction.
We believe an implementation of five of our Charge Carte’s would greatly benefit all
patrons whom frequent SFSU’s campus. The ideal places to put our kiosks are the areas
with the most concentration of people. Your Cesar Chavez Student Center is an ideal
spot. We propose placing two of our kiosks at this location. Another spot is between
Hensil and Thornton Halls, as these are the biggest buildings on campus and are located
on the opposite side of campus from the student center. Near the intersection of 19th
Avenue & Holloway is another ideal location because of the all the MUNI and SFSU
Shuttle Service stops; since every student taking BART would pass by this area. The last
proposed place is the Student Services building.
5. Certain benefits for SFSU include revenue from the machines themselves as well as
Smarte Carte’s fantastic staff willing and able to provide fast and quality maintenance
should our machines malfunction. Smarte Carte is first and foremost a service company.
Our main goal is to ensure customer satisfaction. It is a priority of ours to meet the needs
of our customers. We have made it a point to research and discover the needs of the
students, faculty, and staff at SFSU. By deciding to provide your campus with our
services, we believe that you will eliminate issues surrounding your students, faculty, and
staff with the inconveniences of their cell phone, PDA, and MP3 player battery life.
6. Company Description and Relevant Experience
Smarte Carte was created on the firm belief of “helping people help themselves.” Jim
Mueller purchased the company in 1976 after realizing the demand and potential for the
pull cart services that would be offered. Smarte Carte Inc was officially incorporated in
1970. Our company first offered our basic pull cart services in Minneapolis, Salt Lake
City, and Los Angeles. As demand for the Smarte Carte service grew, so did automation
and innovation. Smarte Carte at first only offered our pull cart services in airports, but in
time started to offer services to other locations such as train stations, bus terminals,
shopping malls, and entertainment facilities. The company continued to look for new
ways to make the traveling experience more convenient and easier on travelers.
Eventually we would upgrade our pull cart vending machines with mechanical tags,
dollar bill acceptors, change making, and remote management capabilities.
Until about 1992, Smarte Carte relied solely on our push/pull cart services. Around this
time is when Smarte Carte began to offer two types of new services: stroller and locker.
Just like the pull cart services, these services assisted in making traveling and leisure
experiences more convenient. As the first company to offer these types of services,
Smarte Carte reaped many benefits. One of these benefits was becoming the first
vending services to offer payment by form of credit card. This happened in 1992, a little
after the introduction of the stroller and locker services. This payment upgrade also
offered a form of convenience to customers. Even though it was not in the form of a
service, it followed trends set by Smarte Carte. It was just another way to make things
easier on our customers and provide customer satisfaction to the best of our ability.
Smarte Carte has been a constant innovator since the beginning and it continues to use
innovation in technology as a driving force behind our services. This is evident when
you consider the capabilities of services such as the Smarte Locke, an electronic locker
that uses biometric fingerprint technology, and our most recent service, the Charge Carte.
These new services once again provide customers with a different form of convenience.
Smarte Carte is a company that prides itself on our reputation as an innovator. This
constant innovation is one of the reasons we have been able to succeed in the product
service market. By offering services such as the Smarte Locke, customers no longer have
to worry about losing a locker key, or even carrying one around with them. As far as the
Charge Carte is concerned, this service eliminates the inconvenience of carrying your cell
phone charger around with you and experiencing a low, or at worst, dead cell phone
battery. Smarte Carte is first and foremost a service company dedicated to satisfying our
customers by providing convenient options by eliminating inconvenience.
7. Project Price and Budget
We at Smarte Carte propose selling to San Francisco State University on a per unit basis.
Individual Charge Cartes can be purchased one at a time, or we can sell a couple of units
at a discount. The following is a cost breakdown of one Charge Carte kiosk:
Cost of 1 Charge Carte Kiosk
Kiosk $1,900.00
Maintenance/Operating Costs
Cord Replacement $2.50-$3.50
Labor (1 Smarte Carte employee at 1-2 hours per month) $20.00/hr
Total Cost for 1 Charge Carte
$1,922.50-
$1,982.00
The kiosk itself approximately costs Smarte Carte $1,900 to assemble. Cords can
occasionally be ripped out or malfunction, but only requires five minutes of maintenance
to replace and are very cheap to purchase. We will provide the replacement cords to our
on-site/on-call technician whom, barring any unforeseen problems, will visit the campus
once a month to record the number of credit/debit transactions, which he/she will then
report to SFSU for its commission. So, total costs for one Charge Carte can range from
$1,922.50 to $1,982. The higher figure factors in the event in which every cord, twelve
of them, would have to be replaced at $3.50 per cord, as well as the two hours of labor
required.
The costs per Charge Carte definitely go up with the increasing number kiosks as we
would have to have more employees on-call and on-site, as well as more replacement
cords. The costs to Smarte Carte follow:
Costs of Kiosks
Number of
Kiosks Cost
Two $3,845.00-$3,964.00
Three $5,767.00-$5,946.00
Four $7,642.50-$7,848.00
Five $9,565.00-$9,830.00
Six
$11,487.50-
$11,812.00
Seven $13,410-$13,794.00
Our costs have ranges because of the unknown number of replacement cords and labor
hours.
8. Smarte Carte is proposing these prices for our Charge Carte kiosks:
Price to San Francisco
State University
Number of Kiosks Price
One $2,200.00
Two $4,400.00
Three $6,600.00
Four $8,380.95
Five $10,476.19
Six $12,571.43
Seven $14,193.55
Smarte Carte is offering a five percent discount to SFSU for purchasing four to six
Charge Cartes and an eight and a half percent discount for purchasing seven or more.
The commission SFSU can expect from the revenues of the Charge Cartes also depends
on how many kiosks are purchased:
Commission For San
Francisco State University
Number of Kiosks Commission Rate
One 15.0%
Two 15.0%
Three 17.5%
Four 20.0%
Five 22.5%
Six 25.0%
Seven 30.0%
Smarte Carte is open for negotiation with these standard commission rates.