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. Government regulation demanding healthcare be publicly funded.
2.1. Increased competition from more private clinics
2.1.1. Economic conditions leaving patients with little money to spend on elective surgeries from private health care providers
2.1.1.1. Losing doctors to public facilities
2.1.1.1.1. Losing patients to clinics abroad e.g. Mexico and United States
3. As a new company, would be difficult financially.
4. Group 317 City Workforce
4.1. Opportunities
4.1.1. expand their database of workers to have a larger pool of applicants for companies to choose from
4.1.2. expand geographically to new cities
4.1.3. focus on long-term hiring as well
4.1.4. show potential applicants companies that are connected with work force- show opportunities/why they should use this service
4.2. Threats
4.2.1. other online job search services- easier to upload your resume/ cover letter- not based on one city
4.2.2. 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?
5. What are the oppotunities for (threats to) your company? How do you take advantage of (mitigate) them?
6. Group 312 MoveIT
6.1. Threats
6.1.1. We're a small moving company, so more customers are likely to go to larger, well known companies then us
6.1.1.1. If the economy goes down, less people will be buying houses and moving, so they will need our complany less
6.1.1.1.1. If Real estate prices are high, once again less people are likely buy houses, and not need us
6.1.2. Substitutes are available. Movers may get friends or families with vans to move their things instead of using our moving service
6.2. Opportunities
6.2.1. Apartments and houses are being built so new residences will require a moving service
6.2.2. Being a small company, we can make business decisions quickly and adapt to changing markets
6.2.3. 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
6.2.4. Student/on campus residences often require their belongings to be moved (first and second years or transfer students)
6.2.5. New node
6.3. Mitigation
6.3.1. Problem: small moving company. Mitigation: carefully select target market (emphasize personal aspect). Marketing budget
6.3.1.1. Problem: bad economy. Mitigation: Develop different value packages; adjust according to present financial ability
6.3.2. advertise to target markets that suit our company for example student residence, and areas where new houses are being created
7. Group 314 - VAnalyst
7.1. Opportunities
7.1.1. VAnalyst can create its own niche through smaller LOCAL investors
7.1.2. could develop a software or system that would allow it to effectively communicate with its clients and show real time investment portfolio status
7.1.3. being a new company can attract 'new' clients such as students and can increase networking
7.2. Threats
7.2.1. VAnalyst is a new 'entrant' in a very capital heavy industry
7.2.2. Economic downturns from politics, other company performances, etc
7.2.3. has limited "networking" compared to other multinational companies
7.2.4. lots of corporations are trying to achieve the same goal (being the company on top)
8. Group 315 - DataMed
8.1. Threat - Increased funding for Public healthcare
8.1.1. allows public healthcare to offer more to public
8.2. Threat: Public health sector becomes stronger- ie. shorter wait list times, more available doctors and nurses, etc.
8.2.1. no longer massive wait times which often make people turn to private healthcare
8.3. **Opportunity - baby boomer generation getting older and may need additional healthcare on top of what is provided through the government --> have to go private
8.3.1. this will allow private healthcare to increase there customer base
8.3.2. Possibility to cater there business to this generation
8.4. Opportunity - decreased funding for public healthcare
8.5. Threat - Change in government regulations
8.5.1. If government increases the benefits that public health care will offer less people will turn private
8.6. Opportunity - increased private investment in the private healthcare sector.
8.6.1. more money to spend on each customer and money to improve technology and services
8.7. New node
8.8. Threat- people losing benefits, have to switch to public
9. Group 316: MoveIT
9.1. Opportunities
9.1.1. Not a lot of substitutes to moving
9.1.1.1. Could market storage options
9.1.1.2. Expand to more markets
9.1.2. Not really dependent on big suppliers(assets are fixed)
9.1.2.1. Can therefore increase fleet of vehicles or hire more workers
9.1.3. 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
9.1.3.1. Choose a wealthier target market
9.1.3.2. Increase advertising
9.2. Threats
9.2.1. Increase in fuel costs
9.2.1.1. Use more eco friendly vehicles
9.2.1.2. Add an extra charge per mile driven
9.2.2. Government policies imposing stricter regulations
9.2.2.1. Abide by rules and broadcast that to customers
9.2.3. People can use their own cars
9.2.3.1. Offer packing services
9.2.4. Many moving companies have started scamming customer: giving a lowball price then demanding more once the stuff is loaded
9.2.4.1. Sign contracts with customers to ensure the same quoted price
9.2.5. Many other competitors in the market that are more well known (U-Haul)
9.2.5.1. Increase advertising
9.2.5.2. Partner with other more well known moving companies
10. Group 320
10.1. Opportunities
10.2. Threats
10.2.1. - 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
11. Group 319 Work force
11.1. Opportunities
11.1.1. Ability to do projects all over the world
11.1.2. diversified workforce - develop a vast data base
11.1.3. Unemplyment rates
11.1.4. optimizing clients hiring time and money
11.1.4.1. New node
11.1.5. online crm (intranet)
11.1.6. threat to entrance is low
11.2. Theats
11.2.1. Intenal HR
11.2.2. online competitions - Monster.ca
11.2.3. under the table hiring - head hunters
11.2.4. hi competition creates prevents us from growing our revenues or rates.
12. Group 306- City Workforce
12.1. Opportunities
12.1.1. Good for economy during a recession because of unemployed people having a higher chance of being hired
12.1.2. if develops an effective system to match employers to employees then can be used not just for short term employment but long term employment
12.2. Strenghts
12.2.1. Will have many applicants, chances of having strong applicants that fit a company are high
12.2.2. 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
12.3. Weakness
12.3.1. Many applicants, chances of having weak applicants is very high
12.3.1.1. need efficient system to eliminate numerous weak candidates
12.3.2. If recession ends, it's the end of city workforce
12.3.2.1. need a way to keep the industry growing
12.3.3. Have to match up companies really well otherwise no other company would want to use them
12.3.4. Might not be able to differentiate truth tellers from liars
12.4. Threats
12.4.1. Low entry barrier, easy to get into
12.4.1.1. could have competition appear suddenly
12.4.2. New node
12.5. New node
13. Group 318: Data Med
13.1. Threats
13.2. Opportunities
13.2.1. Increased waiting lists for publicly funded facilities
13.2.1.1. Increased government support for private clinics e.g. grants and subsidies
13.2.1.1.1. Potential for global expansion if the Clinic in Vancouver is sucessful
14. Group 11: Good Foods
14.1. Opportunities
14.1.1. Appeals to growing societal trend of eating more "organic."
14.1.1.1. Public's increased awareness of the damaging health effects that pesticides in today's produce contains
14.1.2. Standard of living is improving
14.1.3. Differentiated product
14.1.3.1. Retail chains do not carry the specialty products that Good Foods sells
14.1.4. Established target market
14.1.4.1. Existing customer bases of "niche" markets are generally more loyal
14.2. Threats
14.2.1. Organic foods tend to be more expensive than other foods
14.2.1.1. Recent recession changed spending habits: scrimp and save.
14.2.2. Potential customers have the choice between buying from larger, cheaper retail stores and smaller boutiques.
14.2.3. Higher switching cost due to customers who are loyal to existing local organic foods stores.
14.2.4. New node
15. New node
16. Varying IRs
17. Group 301 MoveIT
17.1. Opportunities
17.1.1. In need of service differentiation
17.1.1.1. Provide storage services
17.1.2. Develop onboard tracking monitors that enable customers to access van location and projected arrival information.
17.1.3. Provide online data base that allows customers to book appointments more efficiently and store our own information.
17.1.4. During start/end of school year, we could offer student packages/discounts. Since Van has many universities.
17.2. Threats
17.2.1. Limited marketing capacity.
17.2.1.1. Target a different niche than existingcompanies
17.2.1.2. Add extra services to moving such as storage.
17.2.2. Self-service as a substitute.
17.2.2.1. Target students who don't usually own sufficient moving technologies.
17.2.3. Gas prices, carbon taxes and insurance cost.
17.2.3.1. Increase price of services
17.2.3.2. Decrease input costs
18. Group 307 - VanRealty
18.1. Opportunities
18.1.1. Expanding Market
18.1.1.1. Other firms merging to dominate the market
18.1.2. Demand shock outwards for property
18.1.2.1. E.G. after olympics?
18.2. Threats
18.2.1. High competition from other firms
18.2.2. Accesibility for communication from customer to other firms
18.2.2.1. Customers realizing cheaper prices
18.2.3. Few properties to sell
18.2.4. Increases in any taxes or prices
18.2.5. Climbing standard of living
18.2.5.1. Can also drive demand up
18.2.5.1.1. More money entering the market
19. Group 309 - MoveIT
19.1. Threat: Rising gas prices & carbon taxes
19.2. Opportunity: Located in immigrant city - high demand for movers
19.3. Opportunity - Lots of universities with residences in the city, high demand
19.4. Opportunity: Expand geographic reach
19.5. Threats: Existing well established companies ie) UHaul
19.6. Opportunity: Just renting out truck & not providing full service
19.7. Opportunity: Implement an MIS system that will improve scheduling and increase efficiency
19.8. Opportunity: Price discrimination based on the time of year (ie: back to school = more expensive!)
19.9. Threat: Insurance costs for new vehicles and drivers (restricts expansion)
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 302
21.1. threats
21.1.1. -Larger chains- like safeway or save on
21.1.2. oil prices
21.1.3. natural or man-made disasters
21.1.3.1. New node
21.1.4. crop/ animal disease- such as mad cow
21.1.5. farmers strike- if farmers go on a strike then organic products will be out of the market --> prices will go up
21.1.6. New node
21.2. opportunities
21.2.1. restaurants looking for organic products
21.2.1.1. New node
21.2.2. team up with larger chains such as safeway
21.2.3. speciality market niche
21.2.4. vancouver- living conditions and culture
21.2.5. New node
22. 305 VanRealty
22.1. Threat
22.1.1. Internal
22.1.1.1. Competitive Rivalry between different real estate agents
22.1.1.2. Firms that merge together to enlarge their market share
22.1.2. New laws regarding to housing construction
22.1.2.1. Laneway Housing
22.1.3. E-Commerce: Craigslist
22.1.4. Economy: Depression and Recession
22.1.4.1. Graduates are less likely to move out of their exit
22.2. Oppurtunities
22.2.1. Immigrants
22.2.2. Existing Customer Loyalty
22.2.3. Strategies: Utilizing Internet
22.2.3.1. Search engines
22.2.3.2. social networks
22.2.4. Iphone Apps: Updates on the market
22.2.5. New Laws
22.2.6. New Housing Market from a change of land use
22.2.6.1. Ex. Vancouver Olympic Village
23. Group 308 - Good Food
23.1. Opportunities
23.1.1. Backward integration: We can go into growing the organic foods ourselves
23.1.2. Market for organic foods is becoming more mainstream
23.1.3. Aging population values healthy, organic foods and is willing to pay a premium for them
23.1.4. Trends towards supporting local businesses, and buying local foods
23.2. Threats
23.2.1. E-Commerce: Increased competition other companies selling groceries online
23.2.2. Growing popularity of organic foods could cause shift of power to farmers
23.2.3. Potential price wars with competitors
23.2.4. Receptive to economic conditions - organic foods can easily be substituted with regular, cheaper foods
24. Group 310
24.1. Opportunities:
24.1.1. - Possible to combine with user contributed model to leverage the benefits of both models
24.1.2. - Demand for our product goes up as unemployment goes up
24.1.3. - Joint venturing with other job search and employment companies
24.1.3.1. network globally as everything hinges on networks
24.1.4. - Highly reliant on MIS, so changes can give us an edge
24.1.5. - Building a barrier to entry based on strong good will and marketing
24.1.5.1. focus funds on marketing rather than admin
24.1.6. - There will always be a demand for the service over time, so although our technology must upgrade, the product will always be demanded
24.1.7. Easy to globalize, because no need for a single language or home base
24.1.7.1. create an international market
24.1.8. Expanding Mobile market for apps and software
24.1.8.1. build apps
24.1.9. No need for brick and mortar office
24.1.9.1. stay online and keep costs down
24.2. Threats:
24.2.1. - Competition from user contributed sites
24.2.1.1. offer that same service ourselves but with the benefits of full service
24.2.2. - Fewer job opportunities for our customers during bad economies
24.2.2.1. build networks globally where markets may be in different shape
24.2.3. - Barriers to entry are low
24.2.3.1. build up good will and brand names
24.2.4. - No switching costs between competitors
24.2.4.1. encourage rewards for loyalty
24.2.5. - Always looking for new customers, as each success looses us a customer
24.2.5.1. create a referral program
24.2.6. - Highly reliant on MIS
24.2.6.1. constantly monitor the market to see where technology is heading
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