Phase 3 Mindmap

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Phase 3 Mindmap by Mind Map: Phase 3 Mindmap

1. Porters Five Forces on City Workforce: Potential Entrants (May increase due to the need for this service) - As a medium size firm, it may face potential entrants from larger firms with more power/ money - Due to the recession many people are signing up with City Workforce: thus leading opportunities for other companies as well as expansion of our own - Buying new technologies to make it more efficient such as Recommendation agents and Document management systems - May be difficult for entrants because of the numerous contracts of those who sign up (contracts of disclosures and how this information is used) Suppliers (Increase because of recession) – Employee looking for a job - Acquiring database from individuals has become easier as many people are signing up with City workforce - The more suppliers (data of employees) have the less amount of supplier power they have - They can not drive up prices as they are looking for employment (recession) Rivalry (May Increase) - Between bigger firms that may enter - Other companies may try to join this industry if this firm does no have a good name and customer loyalty lacking - With rivalry of bigger firms that already have a stable reputation such as theheadhunters.ca - For smaller firms there is a higher startup cost in buying a database with all this information, consultants, conducting work-style and performance profiling Costumers/ Buyers (Depends on the recession and whether or not they need employees) - Buyers are in essence buying an employee off our list, so depending on how our reputation is and our track record. Assuming that we are a fairly established firm with decent reputation and lower cost we do not need to be too worried about greater buyer-power. Substitutes (Medium) - Head hunters - Craigslist - Very electronic based community, thus making this company either very successful or very non-profitable

2. Marketing is the most important aspect in our Value Proposition We do this by creating a detailed effective database to efficiently match employees with clients.= successful job placements. Client information- in terms of what specializations and skills they need for employees. We create this through various detailed job specifications through the application process when our company meets with clients. We need a strong HR department to interact with the clients to constantly obtain current information about the jobs they’re wishing to full. Also willingness of pay rates and how they compare to industry standards. Also need information on possible hazardous or risk issues associated with the job as well as when, where, how long they will need this employee so that we can relay the information to the employees. Employee information- such as specific skills, designations and qualities and experience that these individuals hold. We create this through a detailed screening and interview process. Again we need a strong HR department in our company to do all this screening. Need to acquire desired salary rate and benefit information. Economy information: We need to evaluate the current labour needs for each individual industry.

3. customer spending

4. Group 401

4.1. Our value proposition is to utilize technology to increase efficiency in the supply chain to forecast demand and bring customers the best quality of goods while saving the customer's time and giving them more information on the product

4.1.1. Since most of the products the store carries are perishable within a short amount of time, it is crucial we acquire accurate and complete information on our product. For example, the date they expire and the window of time before they are no longer "fresh"

4.1.1.1. The company will also need complete information on high sales products and low sales products during certain seasons. This forecast will allow the company to maximize their costs and revenue by not over-stocking and putting goods to waste

4.1.1.1.1. This can be accomplished by building a database that runs through the cashiers. The company can track every single item sold in each month, therefore tracking high and low demand on products. This information will be useful in forecasting demand and then adjusting the supply to fit the demand.

4.2. Revenue Model

4.2.1. Create a database so customers can create an account and view all the groceries or products that they want to purchase beforehand. They can "add to account" and points will be collected upon purchase. These points can be used for free products or discounts.

4.2.1.1. This database can also suggest similar products to the customer. For example, the customer consistently purchases a certain brand of juices and that brand of juices came out with a new flavour, the website will notify the customer.

4.2.1.1.1. The website which uses the database will also tell the customer if a product they consistently purchase is out of stock and when the next shipment will be coming in.

4.2.1.1.2. This database can also be used to recommend products that go well with the products the customer consistently purchases. For example, if the customer always buys hot chocolate powder, but doesn't use milk, the company can suggest to the customer that milk and hot chocolate go well together and to encourage them to try something new

4.2.2. Create a database of all the products and the quantities that the store carries. When they are checked out, the quantities will automatically be reduced. Therefore, when customers view products on the website, they can see which products the store carries and which products may be sold out. This will allow the customer to save time and will also give the customer an opportunity to find all the products that they want in the store before actually going to the store.

4.2.2.1. The website will also give the customer a choice to receive notices one mail, website or mobile on when the next shipment will arrive and when it actually arrives. Therefore, when a customer is just getting off work and they needed to get milk the day before, but milk was out of stock, the company can send a SMS message telling the customer that milk is now restocked. The customer can then drive by and pick it up at their convenience

4.2.3. The company can also boost sales by tracking quantities sold and revenue by tracking the the price of items and the affect they have on sales. Since the company will have a database of all items that are stocked and checked out (sold), by increasing and decreasing the prices of products, the company can analyze the effects of the price changes with the product. Some effects may include the increase or decrease of sales for substitute and complement products.

4.3. Good- very comprehensive description and reasoning, also of clear logic, however, the technology you used is already exist in the market, you may try to find something that is really novel and unique.

5. Discussion Question: What information does the company need in order to fulfill the value proposition and revenue model? How do you create it?

6. Group 405

6.1. City Workforce: Our value proposition is to offer a temporary human resources service with unparalleled customer service and personalization, with the greatest collection of data in our industry.

6.1.1. Creating a personalized database with all the prospective employees information, in order to conveniently match it with potential clients.

6.1.1.1. We need the current labour force statistics and also the past statistics to identify patterns and trends.

6.1.1.1.1. Unemployment statistics provide us with a close estimate of the size of our market

6.1.1.2. We need to know about the current economy in various industries to understand the need for labour

6.1.1.3. Labour statistics (supply and demand), skills, trends in various industries

6.1.1.4. Emphasis of large and diverse, yet also qualified

6.1.2. Targeted marketing through the use of social media.

6.1.2.1. Direct advertising through Facebook, Twitter, Google+, LinkedIn, etc

6.1.3. Generating profit through commissions from the salary of temporary workers

6.1.3.1. Clients that wish to use the services of City Workforce could pay a fee to have their requirements matched with someone from the database

6.1.3.2. Offer not only temporary workers but also temporary-to-hire and permanent workers for the Long Run, thus will help minimize the cost for the clients in recruiting and selecting

6.1.4. Acting as a supplemental consulting service to companies that lack their own HR department

6.1.4.1. Maintaining a physical location as well as a virtual location in order to cater to the needs of different companies

6.1.4.1.1. Physical location in major cities across the country

6.1.5. Focus on Speed, Convenience, and customer service

6.1.5.1. Use of video conferencing and online interviews in order to minimize cost, time, and resources.

6.1.5.1.1. ability to access questions and conduct interviews from different parts of the world, thus it would be more convenient for employees and clients than having to fly people around

6.1.6. Good, your target marketing through the use of social media is a vey novel and good idea, I encourage you to work on that further.

7. Group 406 (City Workforce)

7.1. Given our value proposition of being the company with the biggest employee database, we need to know of the current labour force statistics, such as unemployment rates and type of labour available (skilled or unskilled). We must also be aware of the state of the economy in regards to the business cycle. Much of this information is available through the Canadian government websites, and we would also hire outside analytical firms for all other relevant economic information. Information about competitors and our industry is very important, as their pricing strategy and their revenue models would impact our own business decisions.

8. Group 407

8.1. Good Foods Canada

8.1.1. Given that our value proposition is: To provide a healthy lifestyle for the local community, in a convenient and efficient manner, we need to know...

8.1.1.1. Develop 'cultivated demand'. The idea that many people dont know what they want until you hand it to them. Create this demand when people experience the service and products, and become increasingly more attracted to the value in healthy living, healthy diets and health suppliments.

8.1.1.2. Average delivery time: we need to factor in the average expiration date for each item being sold.

8.1.1.3. Develop an IT model where customers can efficiently purchase our goods in various mediums, not just online and in person, but through mobile means as well

8.1.2. Given our Sales Revenue Model

8.1.2.1. Customer Relationship Management: Database of customer's purchase history and determine their life time value to see if its worth giving them discounts to retain them. Collect this information by way of a store card. This card allows for discouts, rewards, prize draws etc. This card allows two functions. The ability to collect infomation on popular products, buying trends and the cultivation of customer loyalty.

8.1.2.2. Demand forecasting: what are the sales figures for other organic grocery stores . Can we find an explanatory variable to predict how many tomatoes are demanded? Eg. the effects of the rise in income on tomato demand, or the increase in prices of avocados. Excel's "FORECAST" function is good for this.

8.1.2.3. In-store product database. A large, store wide integrated datasbase. Tallies total stocks of every product and warns when product inventories must be restocked. Alleviates the need for RFID tracking. Allows for real time analysis of popular products, purchases and quantities.

8.1.3. Good- your idea of "cultivated demand" is very good, but you have to find what information you need to cultivate such a demand.

9. Group 416

9.1. DataMed

9.1.1. Information about customer visits: frequency, duration, reason for visit

9.1.1.1. Helps to deteremine customer base to better serve to their needs and manage our resources

9.1.2. Supply and Facility Costs: Need to understand operational day to day runnings and long term costs

9.1.2.1. Which are used more frequently to time orders and continue maintenance

9.1.3. Value Proposition: Based on satisfying customer needs and develop good customer relationships to get returning clients

9.1.3.1. Being efficient - service (maintaining a clear database of customer information), service time to patients, providing information to people,

9.1.4. Information Needed

9.1.4.1. Customers (personal information)

9.1.4.1.1. Reason for visiting

9.1.4.1.2. Duration of visit

9.1.4.1.3. Physician visited

9.1.4.1.4. Perscription given (if any)

9.1.4.1.5. Special equipment/supplies used (if any)

9.1.4.1.6. Date of visit

9.1.4.1.7. medical records

9.1.4.2. Inventory: disposable supplies eg. sample bottles, needles, sample medications, sanitizer, bandages, etc.

9.1.4.2.1. Past and present rate of use to forecast inventory purchases

9.1.4.2.2. Any inventory which expires or is not able to be used up

9.1.4.2.3. Which items need to be purchased?

9.1.4.3. Suppliers

9.1.4.3.1. contact information

9.1.4.3.2. delivery dates

9.1.4.3.3. inventory/pricing

9.1.4.4. Equipment eg. scales, X-rays, etc.

9.1.4.4.1. frequency of use

9.1.4.4.2. date of last maintenance

9.1.4.4.3. future maintenance booked

9.1.4.4.4. age of equipment

9.1.4.4.5. conditions of equipment

9.1.4.4.6. repairs needed (if any)

10. Group 417

10.1. We need statistics from previous customers, in order to fulfill our value proposition of guarantee on time delivery and property safety.

10.1.1. We will need to collect statistics about the dependability of our on time guarantee as well as our property safety. We can collect this data by issuing feedback forms to previous customers regarding if we were on time, if we damaged any property, and evaluations of our employees (if standards were met). We also need information on vehicle costs and transportation costs for our vehicles including insurance costs, gas prices, sizes of vehicles.

10.1.1.1. New node

10.1.2. We can collect/create this information by doing a Porter's Five Forces analysis on our company and industry and this in turn will help us meet our value proposition goals and revenue model, also by using survey's to our target market and find out what people are looking for in a company like ours.

10.2. By having informations from our current and past customers, we can have a better ideas of the amount of furnitures they have. Therefore, we can prepare the best trucks and number of movers if they hire our company for their next moving.

10.3. Our revenue is generated from sales of our service. So if we can guarantee our service to customers, we can develop loyalty and a well known brand.

11. Group 418- Good Foods Canada

11.1. Information Needed

11.1.1. Demand forecasting

11.1.1.1. Given the importance of freshness in the grocery business, and that Good Foods needs to fulfill orders as well, a thorough understanding of how much of each product is likely to be demanded at any given time is very important.

11.1.1.2. This will include information on what food products are becoming trendy and popular, seasonal shifts in demand and availability, and if any public concerns have arisen that will make consumers hesitant to purchase certain foods.

11.1.2. Supplies availability

11.1.2.1. Due to the importance of the quality of the food and the fact that it must be organic, it is key for Good Foods Canada to know what processes the farmers they buy from use, and to be certain that they are certified organic.

11.1.2.2. In order to have product that is exactly as fresh/ripe as it ought to be they will also need information on how much of each food good their suppliers have, and when those goods were first harvested.

11.1.2.3. It also imperative that they have a good understanding of how long it will take to acquire different goods from different suppliers so that they buy the goods no earlier or later than is necessary.

11.1.2.4. Because we aim to offer our customers products at affordable prices, the availability of supplies is important. With effective information about the availability of products, constraints and demand will be managed successfully.

11.2. Information gathering

11.2.1. We can generate this information from our records of sales and inventories (including how they relate to time), also suppliers can provide us with their information and proof that they are organic. Following trends can be done by monitoring certain sources that guide and report on popular culture, controversies, and crazes that relate to the food industry.

11.2.2. For instance well-respected magazines about healthy eating, or even more importantly certain iconic figures like Oprah Winfrey can have a big impact on what foods become more or less popular, especially in the health foods subcategory. 

12. Group 419

12.1. City Workforce

12.1.1. Information needed: - Information on industry standards - Pay, performance, RND - Knowledge on competitors Recommendation agents and their ability: - Working style and performance profiling - Analysis and understanding of clients business

12.1.1.1. Focus on Human resource: Product Differentiation - “help you hire more star employees, reducing turnover, and create a productive atmosphere”** - Talent assessment - WE NEED to compete in customer service and marketing. (Local Advertisement, since craigslist is a free service that can help connect jobseekers to jobs we need to find a way to create a more appealing service)

12.1.2. Value Proposition Model: Differentiation (leaning on the Narrow side)

12.1.2.1. Utilizing Technology such as DMS: Document Management Systems: - help sort the data of clients and their applications - categorizing data that is useful such as: qualification, past experiences, personal data

12.1.3. Understanding the hiring seasons of the clients company, and also using technologies to categorize and differentiate our supply of job seekers into separate groups for easier hiring and profiling

12.1.4. Porters Five Analysis

12.1.5. By understanding the Porter's Five analysis we should be able to fulfill the value proposition model and determine potential problems we may face in the future

12.1.6. VALUE PROPOSITION MODEL: - have better technology - customer service and ensuring quality employees that have been placed int the right area

13. Group 420

13.1. Food information

13.1.1. Nutritional value

13.1.1.1. Nutritional table and documents from nutritionist in the industry

13.1.2. Suggested recipes and tips

13.1.2.1. collect from customers (online community)

13.1.3. Barcodes scanning smart phone apps designed for the product

13.1.4. For fast deliveries, design an app to forecast demands by allowing customers to produce customized shopping list

13.1.4.1. Have an option for customers to organize a list that will be automatically updated and checked out at their convenience (choices of bi-weekly or monthly, etc.)

13.2. Target Market

13.2.1. Customer preferences

13.2.1.1. database of existing/potential customers:name, age, taste, preference of the food, lifestyle, education,etc.

13.2.2. Knowing the prices of our competitors

13.2.2.1. Have the suppliers info listed onine

13.2.2.1.1. history

13.2.2.1.2. certification

13.2.2.1.3. general information

13.2.3. Value proposition model

13.2.3.1. inbound logistics

13.2.3.1.1. also need to know the costs

13.2.3.2. timely distribution and delivery

13.2.3.3. Creating an online community with the use of technology that allows us to better connect and interact with customers so that we can obtain faster and more valueable feedback

13.2.3.4. B2C model

14. Group 415

14.1. CITY WORKFORCE

14.1.1. Marketing is the most important aspect in our Value Proposition We do this by creating a detailed effective database to efficiently match employees with clients.= successful job placements. Client information- in terms of what specializations and skills they need for employees. We create this through various detailed job specifications through the application process when our company meets with clients. We need a strong HR department to interact with the clients to constantly obtain current information about the jobs they’re wishing to full. Also willingness of pay rates and how they compare to industry standards. Also need information on possible hazardous or risk issues associated with the job as well as when, where, how long they will need this employee so that we can relay the information to the employees. Employee information- such as specific skills, designations and qualities and experience that these individuals hold. We create this through a detailed screening and interview process. Again we need a strong HR department in our company to do all this screening. Need to acquire desired salary rate and benefit information. Economy information: We need to evaluate the current labour needs for each individual industry.

15. Group 414

16. Group 413

16.1. Revenue Model

16.1.1. 1. Area of medical research (extent of research) and the availability of treatments offered at the clinic 2. Customer visit frequency 3. Customer visit length (to design appointments and the time interval between each) 4. Approximate operation times for each type of operation (Ex. Neurosurgery compared to a regular check-up) 5. Supply cost (technology (fixed one time cost and research), operation costs, drugs and tools costs) - Pharmaceutical / Operational - pills, anesthetics, pain killers, cotton swabs etc. - Technology - x-ray film, 6. Physician compensation and number of operations/revenue per hour 7. Facility up-keep cost 8. Industry relative competitive operation costs (to determine a fair, competitive service price) 9. Areas of research underdevelopment for growth opportunities

16.2. Value Proposition Model

16.2.1. 1. Staff experience (in years and specialization –university or research certificate) 2. Technology efficiency (newest/fastest/least risk) 3. Treatment availability 4. Facility quality evaluated by customer surveys and feedback (comfort and convenience) 5. Operation speed/success rate 6. Appointment policies (how easy is it to make an appointment and how easy is it to cancel one) 7. Value offered by alternatives (Ex. Quality of service/treatment efficiency) 8. Industry wait times (Based on the wait times and appointment delay times of rival clinics, a shorter wait time can be used as a competitive advantage)

16.3. How to Create the Models

16.3.1. Below is a list that shows how we are going to create/obtain the information Customer and supplier databases -Electronic files (keeps track of visit duration, times, and date) -Classify primary customer keys with their membership -Enables grouping into different segments so that we can serve them better -Medical forms Membership Care Cards (Has basic information on client already stored) - this is issued by the government All financial information can be found through the 3 financial statements (Balance Sheet, Income Statement, Cash Flow Statement) - Revenue breakdown - employee compensation R&D Department - growth opportunities, technology efficiency, treatment availability Records of operations and client files Primary Research - Customer Survey - Feedback - Resumes - for staff information Secondary Research - Statistics Canada - Market Research - - Outsource Consultant - We would have to find out who our main competition is

16.4. DataMed

17. Group 412

17.1. Need information to identify customer needs for investment services and how to develop those markets.

17.1.1. Discover new customer segments and offer services (like different portfolio options or investment styles) differentiated for those individual segments.

17.2. Need information on current clients and client prospects for the future. Who will be investing within the firm?

17.2.1. Use the Customer Profitability Analysis to find out what % of customers are contributing to revenues.

17.3. How large are the fund that are being managed by the firm?

17.4. What is the duration of time that clients will be investing for? Is there a minimum? A maximum?

17.5. What is the company's CRM strategy?

17.5.1. How does the firm plan to acquire new customer, retain the right existing customers, and grow the relationships with existing customers?

18. Group 411 (VanRealty)

18.1. How to create this information?

18.1.1. We need a database of housing statistics in the Lower Mainland, with information on new listings (list price, sell price, date of listing, location, realtor used)

18.1.1.1. Build a system that analyzes this info, sorts listings into different regions and gives breakdowns for each region (average sell price, listings/month, time between listing and sale, proportion of sales in region by a certain realtor, etc.)

18.1.1.1.1. Use this information to identify the most profitable regions, and regions that VanRealty should begin targeting more

18.2. Information needed

18.2.1. In what areas in the Lower Mainland to houses sell for the most?

18.2.2. What areas are under-represented by realty companies?

18.2.3. What areas in the Lower Mainland have the highest turnover rates of houses?

18.2.4. What areas in the lower mainland have the highest demand for houses?

19. Group 408

19.1. look at past figures and since most competitors are almost identical, look at competitor's data and past experience to find relevant data

19.2. know cost of truck, gas, staff and admin costs

19.3. estimate the flow of orders based on past records. budget accordingly

19.4. find economical suppliers and supplies (ex. Truck with good mileage)

19.5. goal: want to provide outstanding moving service at reasonable price. Good customer servece. i.e. price, quality, customer service

19.5.1. customer needs: homogenous service, so mostly concerned with price and customer service

19.6. outstanding staff training and incentives in order to deliver best possible service to customers

19.6.1. ex. staff training programs

19.6.2. ex. strategic bonuses

19.7. Adequate- I encourage you to have a better logic of reasoning, first you should made it clear your value chain and revenue model, then you find information needs.

20. Group 409

20.1. Value Propositions

20.1.1. Speed and price of the clinic, quality of the customer care and services.

20.1.1.1. We will need to know our comparative advantages of the company.

20.1.1.1.1. efficiency of the different processes e.g. appointment making, meeting with patient, medical procedures.

20.1.1.2. Brand recognition of the clinic to the patients

20.1.1.3. We also need to find out the average wait time and how much it is being charge compare to other clinics available outside.

20.1.1.4. Overhead cost and maintenance of the clinic- technology (e.g. computer) and up to date equipment

20.1.1.5. HR- salary level compare to other clinic, number of staffs (are we over staff or under staff or on track). Quality of the doctors and nurses this also determine the salary (educational experiences they are all relative to the industry average)

20.2. Revenue Model

20.3. How to Create it

20.3.1. Software that collects data e.g. how long they stayed in the clinic

20.3.2. Industry surveys

20.3.3. Customer surveys

20.3.4. Performance evaluation of the workers in the clinic

20.4. Information for value model - average wait times at our company and at competitors - HR aspects of the clinic: is it efficient in terms of the education/experience of doctors/staff at our company vs competitors - the quality of care the clinic provides (% of correct vs. incorrect diagnoses, any errors made, overall patient satisfaction) - is the clinic using the most up to date medical equipment Information for revenue model - number of patients seen per day ---> what is causing lag during/between appointments - cost of procedures/services at other health clinics, public and private - the cost of the maintenance, technologies required, and medical equipment in order to be as competitive as other - salary levels (relative to the industry average, relative to employees’ education/experience) - staffing levels (over staffed, under staffed?) How to collect it - performance evaluation surveys: collect surveys from doctors/ nurses every a certain period of time. - customer surveys: collect surveys from patients to see how the clinics are doing, whether we meet their expectations in things like qualities of the service - using medical data collection system (software): this enables the clinic to collect records of all the patients (when/how often they come into the clinic, how long their appointments last, how long they have been visiting our clinic, who their insurer is) - hiring a marketing firm to do market research on the local industry to determine the state of competitors - accounting procedures (payroll, recording of revenue and purchases, etc) in order for the clinic to adjust the salary level other expenses accordingly

20.5. Good I encourage you to look further into what cause the laging time and find the information related to that.

21. Group 410

21.1. Market information: external factors (economy), demographics of the area, income of the geographic area

21.1.1. Economy

21.1.1.1. interest rates on loans (mortgages)

21.1.1.2. Relative pricing of houses

21.1.1.3. new housing starts

21.1.2. Customer needs and wants

21.2. How to create this information:

21.2.1. Go to government agencies for statistics (Stats Canada)

21.2.1.1. Demographics

21.2.2. Hire consultants to conduct surveys

21.2.3. Go to MLS for secondary information about area and properties

21.3. Weak+ Your value chain and revenue model is unclear, you need to first identify those two and then find the info needs.

22. Group 404

22.1. Fast and Real Time up to date information on stocks our firm is tracking/invested in

22.1.1. By purchasing access into existing market database systems like those provided by Bloomberg, our firm can actively track all of it's liabilities from market open to close everyday

22.1.1.1. Coupled with cheap trawling software our firm will be able to track all updates and notifications for stocks of interest published on the internet in real-time

22.1.2. Bloomberg Terminal

22.2. Operations and Management IT

22.2.1. Quality Analytical team

22.2.1.1. effective recruiting and HRM

22.2.2. Effective and logical time management for trading

22.2.2.1. essential for fast paced trading for investors

22.2.3. Online information and trading process

22.2.3.1. easy access for clients 24/7

22.2.3.2. Expands growth to international stock markets

22.2.3.3. Decreases lag time between client and firm financial trasaction

22.2.3.3.1. Use of e-mail updates, automated summaries, daily newsletters (opt-in), and podcast all have potential

22.3. Customer Service

22.3.1. Creating strong relationships with clients and companies

22.3.1.1. increases longterm trading clients = better revnue

22.3.1.2. Creates trust in investors = better clients

22.3.1.3. Our company will have a better ranking amongst investment firms

22.4. Adequate Although your equipment is comprehensive, those already exist in the market, besides, the description like "better revenue, better clients, better ranking" is too broad, you may look further into them.

23. Group 403

23.1. Our value proposition is superior customer service therefore we require certain vital pieces of information in order to create this value

23.1.1. Database of customer information: Age, Phone Number, Previous visits (and their times), Previous purchases, Address, Patient history. This is in order to create more personalised service for our customers

23.1.1.1. Internal monitoring: How long it takes for routine daily activities, so that we can pinpoint areas that require more improvement in order to reduce time and be more efficient

23.1.2. Revenue Model = Advertising, Service and Affiliate based

23.1.2.1. Therefore information required includes: Target market and segmentation variables for market research, also information on potential B2B customers where the company will sell the services as a benefits package to other company's employees

23.1.3. Adequate You've captured most part of the key information needed for your company, but some of the description is not very clear, like "Target market and segmentation variables", could you make this clearer?

24. Group 402

24.1. MoveIT

24.1.1. Value Proposition

24.1.1.1. 1.) We guarantee on-time delivery

24.1.1.2. 2.) We guarantee safe, clean and well maintained trucks/moving equipment

24.1.1.3. 3.) We guarantee professionally trained workers/helpers

24.1.1.4. 4.) We guarantee personalized service to better meet your needs

24.1.1.5. 5.) We guarantee clean and secure storage services

24.1.1.6. 6.) We guarantee for property safety

24.1.2. Revenue Model (Sales)

24.1.3. Information needed to fulfill the two concepts above?

24.1.3.1. CRM

24.1.3.1.1. Operational

24.1.3.1.2. Analytical

24.1.3.2. New node

24.1.4. The Outcome of Maintaining these Sources

24.1.4.1. CUSTOMER

24.1.4.1.1. 7.) Name

24.1.4.1.2. Assigned Unique ID (Customer ID)

24.1.4.1.3. 7.) Address

24.1.4.1.4. 7.) Sign-Up Date

24.1.4.1.5. Current Status (Idle, Moving, Finishing)

24.1.4.1.6. 7.) Phone/E-Mail/Other Contact Details

24.1.4.1.7. 4.) & 9.) Customer "User Account" (Online MoveIT Database)

24.1.4.1.8. 8.) View of Company (Not Impressed, Mediocre, Good, Satisfied, Impressed, Outstanding)

24.1.4.2. VEHICLES/EQUIPMENT/STORAGE

24.1.4.2.1. Assigned Vehicle/Equipment IDs

24.1.4.2.2. 2.) Maintenance Status (Cleaned/Not Cleaned/Notes)

24.1.4.2.3. 2.) Compliance with Company Safety Standards (Yes/No)

24.1.4.2.4. 1.) Current Location/Distance to Destination

24.1.4.2.5. 5.) Storage Status (Empty, Room, Full)

24.1.4.2.6. 5.) Storage Maintenance

24.1.4.3. ASSIGNMENTS

24.1.4.3.1. 1.) Moving Date

24.1.4.3.2. 2.) Moving From/Moving To Details

24.1.4.3.3. Teams (Movers, Trucks, Drivers) Deployed

24.1.4.4. EMPLOYEE

24.1.4.4.1. Name

24.1.4.4.2. Assigned Unique ID (Employee ID)

24.1.4.4.3. 3.) Training Experience (Beginner, Intermediate, Advanced, Expert)

24.1.4.4.4. 3.) Employee Since...

24.1.4.5. REGION

24.1.4.5.1. 1.) Lower Mainland, Metro Vancouver etc

24.2. Good- You don't have to list every info in detail, make it clear your value chain, revenue model, and the info needs which will support the uniqueness of your company.

25. New node

26. New node

27. Group 406

27.1. Given our value proposition of being the company with the largest, most valuable and most diverse employee database, we need to know of the current labour force statistics, such as unemployment rates and type of labour available (skilled or unskilled). We must also be aware of the state of the economy in regards to the business cycle. Much of this information is available through the Canadian government websites, and we would also hire outside analytical firms for all other relevant economic information. Information about competitors and our industry is very important, as their pricing strategy and their revenue models would impact our own business decisions.

27.2. Adequate- Your value chain and revenue model is not clear, you only describe the info but don't explain why and how you will use them.

28. New node