Section 103 Phase 1

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Section 103 Phase 1 by Mind Map: Section 103 Phase 1

1. - e-shop ( low presence of e.shops in the actual industry) - since bargaining power of supplier is high because product is unique so then we can have high prices - not many organic suppliers - provide convienent stores

2. Varying IRs

3. Government regulation demanding healthcare be publicly funded.

3.1. Increased competition from more private clinics

3.1.1. Economic conditions leaving patients with little money to spend on elective surgeries from private health care providers

3.1.1.1. Losing doctors to public facilities

3.1.1.1.1. Losing patients to clinics abroad e.g. Mexico and United States

4. As a new company, would be difficult financially.

5. Group 317 City Workforce

5.1. Opportunities

5.1.1. expand their database of workers to have a larger pool of applicants for companies to choose from

5.1.2. expand geographically to new cities

5.1.3. focus on long-term hiring as well

5.1.4. show potential applicants companies that are connected with work force- show opportunities/why they should use this service

5.2. Threats

5.2.1. other online job search services- easier to upload your resume/ cover letter- not based on one city

5.2.2. what happens when the recession is over? will this service be as popular considering it is short-term? what if companies want to focus on long term employment?

6. Group 302

6.1. threats

6.1.1. -Larger chains- like safeway or save on

6.1.2. oil prices

6.1.3. natural or man-made disasters

6.1.3.1. New node

6.1.4. crop/ animal disease- such as mad cow

6.1.5. farmers strike- if farmers go on a strike then organic products will be out of the market --> prices will go up

6.1.6. New node

6.2. opportunities

6.2.1. restaurants looking for organic products

6.2.1.1. New node

6.2.2. team up with larger chains such as safeway

6.2.3. speciality market niche

6.2.4. vancouver- living conditions and culture

6.2.5. New node

7. Group 301 MoveIT

7.1. Opportunities

7.1.1. In need of service differentiation

7.1.1.1. Provide storage services

7.1.2. Develop onboard tracking monitors that enable customers to access van location and projected arrival information.

7.1.3. Provide online data base that allows customers to book appointments more efficiently and store our own information.

7.1.4. During start/end of school year, we could offer student packages/discounts. Since Van has many universities.

7.2. Threats

7.2.1. Limited marketing capacity.

7.2.1.1. Target a different niche than existingcompanies

7.2.1.2. Add extra services to moving such as storage.

7.2.2. Self-service as a substitute.

7.2.2.1. Target students who don't usually own sufficient moving technologies.

7.2.3. Gas prices, carbon taxes and insurance cost.

7.2.3.1. Increase price of services

7.2.3.2. Decrease input costs

8. What are the oppotunities for (threats to) your company? How do you take advantage of (mitigate) them?

9. 305 VanRealty

9.1. Threat

9.1.1. Internal

9.1.1.1. Competitive Rivalry between different real estate agents

9.1.1.2. Firms that merge together to enlarge their market share

9.1.2. New laws regarding to housing construction

9.1.2.1. Laneway Housing

9.1.3. E-Commerce: Craigslist

9.1.4. Economy: Depression and Recession

9.1.4.1. Graduates are less likely to move out of their exit

9.2. Oppurtunities

9.2.1. Immigrants

9.2.2. Existing Customer Loyalty

9.2.3. Strategies: Utilizing Internet

9.2.3.1. Search engines

9.2.3.2. social networks

9.2.4. Iphone Apps: Updates on the market

9.2.5. New Laws

9.2.6. New Housing Market from a change of land use

9.2.6.1. Ex. Vancouver Olympic Village

10. Group 307 - VanRealty

10.1. Opportunities

10.1.1. Expanding Market

10.1.1.1. Other firms merging to dominate the market

10.1.2. Demand shock outwards for property

10.1.2.1. E.G. after olympics?

10.2. Threats

10.2.1. High competition from other firms

10.2.2. Accesibility for communication from customer to other firms

10.2.2.1. Customers realizing cheaper prices

10.2.3. Few properties to sell

10.2.4. Increases in any taxes or prices

10.2.5. Climbing standard of living

10.2.5.1. Can also drive demand up

10.2.5.1.1. More money entering the market

11. Group 316: MoveIT

11.1. Opportunities

11.1.1. Not a lot of substitutes to moving

11.1.1.1. Could market storage options

11.1.1.2. Expand to more markets

11.1.2. Not really dependent on big suppliers(assets are fixed)

11.1.2.1. Can therefore increase fleet of vehicles or hire more workers

11.1.3. Increase in income of the general population (due to more people going to university and getting higher paying jobs) increases the likely hood of using a moving company because they now have more disposable income

11.1.3.1. Choose a wealthier target market

11.1.3.2. Increase advertising

11.2. Threats

11.2.1. Increase in fuel costs

11.2.1.1. Use more eco friendly vehicles

11.2.1.2. Add an extra charge per mile driven

11.2.2. Government policies imposing stricter regulations

11.2.2.1. Abide by rules and broadcast that to customers

11.2.3. People can use their own cars

11.2.3.1. Offer packing services

11.2.4. Many moving companies have started scamming customer: giving a lowball price then demanding more once the stuff is loaded

11.2.4.1. Sign contracts with customers to ensure the same quoted price

11.2.5. Many other competitors in the market that are more well known (U-Haul)

11.2.5.1. Increase advertising

11.2.5.2. Partner with other more well known moving companies

12. Group 319 Work force

12.1. Opportunities

12.1.1. Ability to do projects all over the world

12.1.2. diversified workforce - develop a vast data base

12.1.3. Unemplyment rates

12.1.4. optimizing clients hiring time and money

12.1.4.1. New node

12.1.5. online crm (intranet)

12.1.6. threat to entrance is low

12.2. Theats

12.2.1. Intenal HR

12.2.2. online competitions - Monster.ca

12.2.3. under the table hiring - head hunters

12.2.4. hi competition creates prevents us from growing our revenues or rates.

13. Group 320

13.1. Opportunities

13.2. Threats

13.2.1. - new entrants in the industry - rivalry among existing competitors because it is such a small market - threat of substitutes is high because cheaper non-organic food

14. Group 315 - DataMed

14.1. Threat - Increased funding for Public healthcare

14.1.1. allows public healthcare to offer more to public

14.2. Threat: Public health sector becomes stronger- ie. shorter wait list times, more available doctors and nurses, etc.

14.2.1. no longer massive wait times which often make people turn to private healthcare

14.3. **Opportunity - baby boomer generation getting older and may need additional healthcare on top of what is provided through the government --> have to go private

14.3.1. this will allow private healthcare to increase there customer base

14.3.2. Possibility to cater there business to this generation

14.4. Opportunity - decreased funding for public healthcare

14.5. Threat - Change in government regulations

14.5.1. If government increases the benefits that public health care will offer less people will turn private

14.6. Opportunity - increased private investment in the private healthcare sector.

14.6.1. more money to spend on each customer and money to improve technology and services

14.7. New node

14.8. Threat- people losing benefits, have to switch to public

15. Group 314 - VAnalyst

15.1. Opportunities

15.1.1. VAnalyst can create its own niche through smaller LOCAL investors

15.1.2. could develop a software or system that would allow it to effectively communicate with its clients and show real time investment portfolio status

15.1.3. being a new company can attract 'new' clients such as students and can increase networking

15.2. Threats

15.2.1. VAnalyst is a new 'entrant' in a very capital heavy industry

15.2.2. Economic downturns from politics, other company performances, etc

15.2.3. has limited "networking" compared to other multinational companies

15.2.4. lots of corporations are trying to achieve the same goal (being the company on top)

16. Group 312 MoveIT

16.1. Threats

16.1.1. We're a small moving company, so more customers are likely to go to larger, well known companies then us

16.1.1.1. If the economy goes down, less people will be buying houses and moving, so they will need our complany less

16.1.1.1.1. If Real estate prices are high, once again less people are likely buy houses, and not need us

16.1.2. Substitutes are available. Movers may get friends or families with vans to move their things instead of using our moving service

16.2. Opportunities

16.2.1. Apartments and houses are being built so new residences will require a moving service

16.2.2. Being a small company, we can make business decisions quickly and adapt to changing markets

16.2.3. Supplier is low. There aren't a lot of moving services available in the area's market so their choice to our service may be limited

16.2.4. Student/on campus residences often require their belongings to be moved (first and second years or transfer students)

16.2.5. New node

16.3. Mitigation

16.3.1. Problem: small moving company. Mitigation: carefully select target market (emphasize personal aspect). Marketing budget

16.3.1.1. Problem: bad economy. Mitigation: Develop different value packages; adjust according to present financial ability

16.3.2. advertise to target markets that suit our company for example student residence, and areas where new houses are being created

17. Group 308 - Good Food

17.1. Opportunities

17.1.1. Backward integration: We can go into growing the organic foods ourselves

17.1.2. Market for organic foods is becoming more mainstream

17.1.3. Aging population values healthy, organic foods and is willing to pay a premium for them

17.1.4. Trends towards supporting local businesses, and buying local foods

17.2. Threats

17.2.1. E-Commerce: Increased competition other companies selling groceries online

17.2.2. Growing popularity of organic foods could cause shift of power to farmers

17.2.3. Potential price wars with competitors

17.2.4. Receptive to economic conditions - organic foods can easily be substituted with regular, cheaper foods

18. Group 309 - MoveIT

18.1. Threat: Rising gas prices & carbon taxes

18.2. Opportunity: Located in immigrant city - high demand for movers

18.3. Opportunity - Lots of universities with residences in the city, high demand

18.4. Opportunity: Expand geographic reach

18.5. Threats: Existing well established companies ie) UHaul

18.6. Opportunity: Just renting out truck & not providing full service

18.7. Opportunity: Implement an MIS system that will improve scheduling and increase efficiency

18.8. Opportunity: Price discrimination based on the time of year (ie: back to school = more expensive!)

18.9. Threat: Insurance costs for new vehicles and drivers (restricts expansion)

19. Group 310

19.1. Opportunities:

19.1.1. - Possible to combine with user contributed model to leverage the benefits of both models

19.1.2. - Demand for our product goes up as unemployment goes up

19.1.3. - Joint venturing with other job search and employment companies

19.1.3.1. network globally as everything hinges on networks

19.1.4. - Highly reliant on MIS, so changes can give us an edge

19.1.5. - Building a barrier to entry based on strong good will and marketing

19.1.5.1. focus funds on marketing rather than admin

19.1.6. - There will always be a demand for the service over time, so although our technology must upgrade, the product will always be demanded

19.1.7. Easy to globalize, because no need for a single language or home base

19.1.7.1. create an international market

19.1.8. Expanding Mobile market for apps and software

19.1.8.1. build apps

19.1.9. No need for brick and mortar office

19.1.9.1. stay online and keep costs down

19.2. Threats:

19.2.1. - Competition from user contributed sites

19.2.1.1. offer that same service ourselves but with the benefits of full service

19.2.2. - Fewer job opportunities for our customers during bad economies

19.2.2.1. build networks globally where markets may be in different shape

19.2.3. - Barriers to entry are low

19.2.3.1. build up good will and brand names

19.2.4. - No switching costs between competitors

19.2.4.1. encourage rewards for loyalty

19.2.5. - Always looking for new customers, as each success looses us a customer

19.2.5.1. create a referral program

19.2.6. - Highly reliant on MIS

19.2.6.1. constantly monitor the market to see where technology is heading

20. Van Realty 303

20.1. Opportunities

20.1.1. Good market environment: There will always be a need for real estate (ie. bad buyer market = good seller market, and vice versa)

20.1.2. Breaking into rental market as well as traditional sales

20.1.3. Providing detailed previews of properties listed exclusively by us to capture clients

20.1.4. Take advantage of social networking sites to search out clients

20.1.5. CONSUMERS:

20.1.5.1. people have growing incomes therefore more opportunity to buy houses

20.2. Threats

20.2.1. People selling homes by themselves

20.2.1.1. C2C property sites

20.2.1.1.1. New node

20.2.1.2. Self-selling sites include: Craigslist, Kijiji, etc

20.2.2. Too much competition from other firms

20.2.2.1. Established online presences include MLS.ca and realtor.ca

20.2.2.2. Established brick-and-mortar firms like Sutton, Remax, etc may do their consulting in-house

20.2.3. ECONOMY:

20.2.3.1. Depends on state of economy: if in recession consumers have lack of purchasing ability due to low incomes

21. Group 306- City Workforce

21.1. Opportunities

21.1.1. Good for economy during a recession because of unemployed people having a higher chance of being hired

21.1.2. if develops an effective system to match employers to employees then can be used not just for short term employment but long term employment

21.2. Strenghts

21.2.1. Will have many applicants, chances of having strong applicants that fit a company are high

21.2.2. Short term commitment only, strength in figuring out what or how you can improve what you're looking for as an employee/ as a job during short term time period

21.3. Weakness

21.3.1. Many applicants, chances of having weak applicants is very high

21.3.1.1. need efficient system to eliminate numerous weak candidates

21.3.2. If recession ends, it's the end of city workforce

21.3.2.1. need a way to keep the industry growing

21.3.3. Have to match up companies really well otherwise no other company would want to use them

21.3.4. Might not be able to differentiate truth tellers from liars

21.4. Threats

21.4.1. Low entry barrier, easy to get into

21.4.1.1. could have competition appear suddenly

21.4.2. New node

21.5. New node

22. Group 318: Data Med

22.1. Threats

22.2. Opportunities

22.2.1. Increased waiting lists for publicly funded facilities

22.2.1.1. Increased government support for private clinics e.g. grants and subsidies

22.2.1.1.1. Potential for global expansion if the Clinic in Vancouver is sucessful

23. Group 11: Good Foods

23.1. Opportunities

23.1.1. Appeals to growing societal trend of eating more "organic."

23.1.1.1. Public's increased awareness of the damaging health effects that pesticides in today's produce contains

23.1.2. Standard of living is improving

23.1.3. Differentiated product

23.1.3.1. Retail chains do not carry the specialty products that Good Foods sells

23.1.4. Established target market

23.1.4.1. Existing customer bases of "niche" markets are generally more loyal

23.2. Threats

23.2.1. Organic foods tend to be more expensive than other foods

23.2.1.1. Recent recession changed spending habits: scrimp and save.

23.2.2. Potential customers have the choice between buying from larger, cheaper retail stores and smaller boutiques.

23.2.3. Higher switching cost due to customers who are loyal to existing local organic foods stores.

23.2.4. New node

24. New node

25. Group 304 Vanalyst

25.1. Opportunities

25.1.1. They survived the financial crisis, and as a result there are less competitors in the market. This also proves that they are resilient tough market conditions

25.1.2. Local, personal allowing them to create close relationship with local cliental

25.1.3. Low Bank Interest Rates - Makes alternative investing options (such as ours) more appealing as they offer the possibility of higher returns

25.2. Threats

25.2.1. Very small business

25.2.1.1. Limited capital for advertising, and acquiring new clients. Other firms would have much more pull in this area

25.2.2. Limited barriers to entry

25.2.3. Many competitors with larger market share

25.2.4. As it is very small and inexperienced they do not have the brand recognition or loyalty that other firms would have. Other new firms who have some knowledge and decide to start an investment firm would be in the same situation.

25.2.5. Small selection of products, with little difference from competitors

25.2.6. Market downturn makes it harder to find new investors

25.2.7. Limited experience as they have a history of less than 10 years, makes them barely established in the financial sector.

25.2.7.1. In a industry where customers are trusting their investment firms with their own personal wealth many clients would like to see proven results and a long track record in order to develop this trust

25.2.7.1.1. Very unprofessional website, might cast doubt of ability in potential investors