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