COMM391 Section 202 Phase 3

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COMM391 Section 202 Phase 3 by Mind Map: COMM391 Section 202 Phase 3

1. For 1)

1.1. Company Visits

1.1.1. New node

1.2. Meeting with the HR Department of Medium to Large sized companies

1.3. Company Databases

1.4. CRM to keep in touch with clients. Develop a profile for companies that use our services repeatedly and use that in marketing through automated email or simply calling via VoIP - similar to marketing campaigns that real estate agents run. Cost effective for City Workforce

2. To plan out our delivery routes for more efficient service as well as seeing potential areas that are in need of better delivery services (let's say there's an area in town that's far away from the ware house that's growing in terms of popularity)

3. Information needed:

3.1. To Obtain the Information:

3.1.1. For 2) Online employee profile databases EG. MONSTER.ca

3.1.1.1. New node

4. 2) workers skills, preferences, experience

4.1. expected pay

4.1.1. New node

4.2. skills possessed

4.2.1. What special training does the employee posses?

4.3. Location

4.3.1. Where does this worker live? Where do they want to work?

4.4. preferred work?

4.5. Demographic information

4.5.1. Age, race, etc.

5. 1) The type of employee that our clients are looking for

5.1. industry

5.1.1. What industry does the client operate in?

5.1.1.1. What are the industry qualifications? Work conditions?

5.2. skills needed

5.3. past work experiences

5.4. location

5.5. term of employment

5.6. industry trends

5.6.1. what sectors of the economy are growing? manufacturing? industrial? factory work?

5.6.1.1. Used to help anticipate what workers to hire

5.6.1.1.1. Temp agencies are usually the "barometer" for the economy; a rising economy will usually be seen with increased hires, and a slumping economy is associated with decreased hires.

6. Group 215

6.1. City WorkForce

6.1.1. Value Proposition: Provide skilled temporary employees to clients quickly and efficiently, matching the needs of the company to the skills of the employees

6.1.2. Revenue Model: CityWorkForce receives a commission based on the temporary workers' salary after employment and their performance in the company

6.1.2.1. Creating the General Information Database: Compilation of workers profiles, company profiles, and other administrative details regarding the employment contracts, stored in microsoft Access

6.1.2.2. Build a company database which lets employers record the employees' specifications around the temporary job and provide feedback and reports back to CityWorkForce

6.1.2.3. Create a contract database for all the employees under temporary employment, specifying the terms and conditions of employment, including the pay, the working hours, and the length of employment

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

8. Group 216

9. Group 217

10. Group 218

10.1. Value Proposition: Help customers save money and time by providing on-time delivery and property safety, stress-free, hassle-free service

10.1.1. Information Needed

10.1.1.1. Demographic Patterns of moving: age of clients, location, housing type

10.1.1.2. Real estate industry trends: developmental projects, concentrated areas of rental apartments (universities), property conditions, city planning

10.1.1.3. Customer database that includes inventory, moving details(addresses, duration of move, resources needed)

10.1.1.4. Tracking system to facilitate on-time delivery

10.1.1.5. Worker availability and truck schedule, enhance coordination within the company

10.1.1.6. Technologies to ensure property safety: (Eg, RFID for each box)

10.1.1.7. Economic trends: Property boom, downturn

10.1.2. Revenue Model

10.1.2.1. Sales/Service: providing the truck and movers for their move at the lowest cost

10.1.2.2. Affiliate Revenue Model: Create a database of companies around the area that does renovations, installations (airconditioning), repairs, doctors and we refer this to customers. We sell this referral service to the companies. Customers will have a stress-free, hassle-free service.

11. Group 219

11.1. Revenue Model: Sales revenue from providing a moving service

11.1.1. Information Needs: moving details (from where, and to where), distance information (gas costs), vehicle age (for maintenance), salaries and cost information (industry information), information on costs for implementing the new IT system.

11.1.1.1. Collect it: GPS (collect information from trucks on their whereabouts, separate system to relay to texts and e-mail for the customer, accessed online through the database) To get salaries and cost information look at the industry and compare industry wages against our wages, compare supplier prices and calculate gas prices based on a monthly gas price average. Moving details will be collected from customers upon initial contact via phone or web, and this will allow us to calculate distances each vehicle travels and collect this data in our database and attach it to Customer ID through Vehicle ID. Vehicle ID (a primary key) can also store data with regards to vehicle age based on purchase date.

11.2. Value Prop: We offer a personalized moving experience through constant communication with our customers and provide them with a reliable online interface to manage and track the delivery of their items before, during and after the service.

11.2.1. Information: contact information for communication, exact details on their moving items so we can keep them updated (especially expensive and large fragile items), the size of the move, information on the truck location (ie. GPS), the moving dates and times, employee details, vehicle details, fleet details

11.2.1.1. Collect it: transfer information from previous paper system, and for the new system we will have online forms attached to the website and a call centre, as well as our SKYPE personal chat session (talking to the customers right away and building trust with customers so you can get preview information about the customers home and moving situation so we can refer to it later for detailed quotes etc.)

11.2.1.1.1. Database: upon collection of new customer data, we will store it in a relational database that allows us to connect data between customer information and moving details based on their primary key (Customer ID). Each time a customer logs in or chats with us etc. we will be able to look up their information on the database and provide them with the most personalized service possible

11.2.2. Employee Details: so we can use the correct employee for the different needs of the customer. For example, if the customer wants a specific kind of move (Ex. fragile items only), we can provide the correctly trained and experienced employee for the job (ex. employee details on who had the least breakages in his/her last 5 moves)

12. Group 220

12.1. Information need

12.1.1. Revenue Model

12.1.1.1. We are going to charge commission based on each successful property transaction

12.1.1.1.1. Based on our fixed and variable expenses, we will put a charge on variable basis: that is, we charge the customer only for the resources the customer has used for each transaction. This will be done by creating a program that will give every customer an unique customer id and will also keep track of all the resources used by that specific customer, for e.g. hours used of a property consultant, photocopy of the paper etc

12.1.2. Value Proposition: VarReality is dedicated towards creating a convenient means for customers to trade their property at the shortest time possible at the cheaper rate

12.1.2.1. Economical environment (inflation rate, interest rate, number of houses built every month) Customer profile (income, age, family size, profession) Price of different kinds of properties Demographic trends (ethnicity, migration rate etc) Government policy (tax incentive, subsidies for moving towards under-populated areas) Employment rate in the specific area (comparison with unemployment rate)

12.1.2.1.1. Statistics Canada Website AC Nielsen data (for market research) Newspapers Economic magazines or real estate journals Other government information websites

13. Group 201

13.1. Value Proposition: By building our practice around our patients, DataMed creates relationships which allow for quality care unparalleled in efficiency

13.1.1. Revenue Model: to see more patients, be able to diagnose more efficiently through personalized service. Also integrated service, as in-house clinic can refer to our surgery.

13.2. Information Needs

13.2.1. Patient Trends (average clinic visit time based on complaint, eg. flu vs. chest pains)

13.2.2. Doctor Strengths/Weaknsses - which doctors interact more efficiently with patients, which can most efficiently perform different surgeries (can one do a knee replacement faster?)

13.2.3. Clinic Information: which rooms are being used, which rooms need cleaning, which beds are in use, where are supplies needed

13.2.4. Individual Patient Data, in terms of previous visits, previous diagnoses, average time spent at clinic, symptom/ailment trends, regular doctor, upcoming checks

13.2.5. Inventory Levels

13.3. By collecting this data, we can create an information database, allowing us to effectively schedule the clinic as we'll know the typical time of a patient visit, which doctor would most efficiently treat them, we'll also have almost all information needed at our fingertips - in terms of patient history, allergies, etc.

13.4. We can collect all the data we need through implementation of a RFID & infra-red tag service throughout the practice. Then tie the data collected through this system to patient/doctor files.

13.4.1. When a patient books an appointment/surgery they are added to electronic records. Upon arrival, they are given an RFID enabled tag and immediately directed to the appropriate room.

13.4.1.1. The tag tracks their progress through the clinic, and alerts the doctor when they reach the room. They hang the tag on the wall, and it begins tracking how long they'll be there for (connected to the record of when they made the appointment and what the complaint was.

14. Group 214

14.1. VAnalyst would need to ensure they keep track of their clients needs and interests

14.1.1. their risk profile - i.e. risk averse or risk taking

14.1.1.1. determined through individual clients previous investments

14.1.2. preferred stocks or industries

14.2. Need to track the market conditions very closely and make fast paced decisions based on where the market is predicted to go - i.e. prices, risks, etc.

14.2.1. the timeliness and accuracy of this data is vital to the success of VAnalyst as the entire revenue model is based on the clients portfolios and trading habits

14.2.1.1. it is important to ensure that each individual client needs are assesed and we tailor that clients portfolio to their needs

14.2.1.1.1. through the use of a mobile banking application analyst will be able to track client preferences and tailor stock options to clients based on previous investments

14.3. revenue model: entirely based on the clients trading and revenue is generated through the commissions charged

14.4. need to track also the competitors and what type of clientele and investments they are making

15. Group 213

15.1. Value Proposition

15.1.1. In order to enhance the consumer experience we Need to know who we are offering to

15.1.1.1. Health Conscious Individuals in the Vancouver Area

15.1.1.1.1. Accessible through yoga studios and fitness centers

15.1.1.1.2. Create the information by conducting market research in local yoga studios and fitness centers- grasp the number of people in the market

15.1.1.1.3. Online Store will provide us with information on the amount of "traffic" on our site

15.1.1.2. Willing to pay premium for organic goods

15.1.2. In order to provide the best products to our consumers we Need to know what we are offering

15.1.2.1. Organic groceries that are fresh

15.1.2.1.1. Create Information by having a relationship and communicating clearly with the suppliers (farmers)

15.1.3. in order to deliver to the right people at the right time we Need to know how we are going to offer it

15.1.3.1. Gather information on the Vancouver population's views on green products and sustainable packaging.

15.2. Revenue Model

15.2.1. Provide healthy organic food at a low margin in order to lower costs for our customers

15.2.1.1. Need information on the supply chian intermediaries- in order to find where we can cut costs to be able to provide our products at the lowest costs possible

15.2.1.1.1. Try and create a collaborative supply chain, where all intermediaries are cohesive and have access to all information

15.2.1.2. Need information on the in store costs- most efficient number of workers, costs of packaging (if recyclable is it cheaper)

15.2.1.2.1. Information on competitors pricing- accessible over public records

15.2.1.2.2. Customer's frequency of purchases, average prices of grocery bill

16. Group 212

16.1. Value Proposition: MoveIT offers a flexible, personalized moving service that guarantees on-time delivery.

16.1.1. Information: Customer Preferences

16.1.1.1. Data on logistics: location of moving to (DISTANCE TRAVELLED), and from; date of moving, number of movers required, truck size

16.1.1.2. Data on what the the company is moving (fragile items, large items like pianos)

16.1.1.3. This data will provide knowledge on customer needs and requirements. As a result, MoveIT can be better planed for its deliveries (therefore providing on-time delivery) and ensure a more personalized service. Therefore, this information will support MoveIT's value proposition.

17. Group 211

17.1. Value Proposition: Good Foods wants to deliver a message to its customers that “healthier doesn't have to be harder” by providing hassle-free shopping experience.

17.1.1. Information Needed:

17.1.1.1. Delivery times and hours of delivery

17.1.1.1.1. Specifically we record time of purchases, time of our products "leaving" the warehouse, and the time it take to arrive at the consumers place

17.1.1.2. Accounts and Ratings

17.1.1.2.1. Make accounts to better management and allow easier service. This allows us to collect easier data (such as ratings per good, customer reviews etc.)

17.1.1.3. Inventory

17.1.1.3.1. To ensure that no one orders something that is out of stock as well as being able to offer deals on inventory that is either going to expire or low-selling inventories

17.1.1.4. Mailing Addresses for our Customers

17.1.1.5. Demographic of our Customers

17.1.1.5.1. For future marketing statistics and trends

17.1.1.6. Web page activity

17.1.1.6.1. We can collect page activity, how many people and who accesses specific pages. What goods do they purchase and what else do you look at it. Through online activity we can collect interest of the goods by the pages

17.1.1.7. Payment Information

17.1.1.7.1. Payment has to be done via VISA or Paypal to ensure security on our customers as well as for quick buying

17.1.1.8. Suppliers in-stock produce

17.1.1.8.1. To check what products we can provide for later as well as be prepared for which produce will be coming into season and out of season (in regards to letting our customers know and provide deals when they are coming out of season)

17.1.1.9. Costs in regards to Delivery to and from Suppliers and Customers

17.1.1.9.1. This is crucial to figuring out what our prices should be for our products because this will be our biggest expense in the long term

17.1.1.10. Stats on how we are "healthier" than other organic places as well as better for the environment

17.1.1.10.1. To let our customers know so that they feel like they are making a healthier and more eco-friendly decision by choosing our business

17.1.2. How do you create it?

17.1.2.1. A lot of the data will be collected and created through a customer account database that will be personalized by the customer themselves on our website to make their web-ordering experience easier (as well as help us collect their demographic and addresses)

17.1.2.2. Web page activity can be linked to Google Analytics where we can track click-throughs, pageviews, and unique visitors

17.1.2.3. Inventory needs to have a very easy-to-update data system where all employees underneath the supply chain can easily change and access information in the Inventory.

18. Group 209

18.1. City Workforce

18.1.1. What information do we need?

18.1.1.1. First and foremost, information on company and its staffing needs.

18.1.1.1.1. What position needs to be filled?

18.1.1.1.2. For how long?

18.1.1.1.3. Skills or qualities needed?

18.1.1.1.4. Characteristics of the company

18.1.1.2. Information on the temporary staff who work with us.

18.1.1.2.1. Education

18.1.1.2.2. Skills

18.1.1.2.3. Interests and other data that might correlate with performance on the job

18.1.1.2.4. Weekly availability

18.1.1.2.5. Scores on personality tests (introversion/extroversion, etc.)

18.1.1.2.6. Previous work experience (broken into database-friendly categories).

18.1.1.2.7. Language fluency

18.1.1.3. Worker ratings

18.1.1.3.1. How well did the staff perform in their role, from the point of view of the company?

18.1.1.3.2. How did the staff feel about the company? Did they enjoy the work?

18.1.1.3.3. Are there any interesting correlates between staff characteristics and ratings in different roles?

18.1.2. How do we get this information?

18.1.2.1. Company staffing needs

18.1.2.1.1. Staffing needs would be provided electronically.

18.1.2.2. Information on our staff

18.1.2.2.1. Staff would provide this information during their application process.

18.1.3. How will this information help us add value?

18.1.3.1. Our value proposition is to fill temporary staffing needs with staff that are likely to perform well in those positions. We can take advantage of correlations that we find in our data to match temp workers with jobs that they're more likely to enjoy, and perform well in.

18.1.3.1.1. Companies benefit by getting higher-quality staff for their dollar.

18.1.3.1.2. Workers benefit by enjoying their work more.

18.1.3.1.3. We (City Workforce) benefit through repeat business from both parties.

19. Group 210

19.1. Good Foods Canada

19.1.1. Value Proposition: Provide the freshest and the most nutritious local products and encourage customers to live a healthy lifestyle.

19.1.1.1. Information Needs

19.1.1.1.1. Product turnover rate (must be high)--need to provide fresh products for consumers

19.1.1.1.2. Product shelf life--need to be aware of TIME in regards to providing customers with fresh products

19.1.1.1.3. Local suppliers--need to maintain very open communication and a good work relationship to ensure that local organic suppliers continue to want to do business with Good Foods.

19.1.1.1.4. Storage of goods--need the appropriate space and temperature for storage of the various organic products we have to offer

19.1.1.1.5. Nutritional values of goods--aware of what customers are looking for, staying up-to-date on what foods are popular, provide information about how to eat healthily for our customers

19.1.2. Revenue Model

19.1.2.1. Use of an efficient IT system to keep track of the inflows and outflows of goods

19.1.2.1.1. Use of RFID to scan in/out our products

19.1.2.2. Generating revenue from online and in store sales. Online shopping will be convenient for the customers and will also will create online traffic to our website and thus increase profits

19.1.2.2.1. Have an user-friendly system to effectively sell our goods online

19.1.2.3. Delivery services: With a minimum purchase of $100, customers will get free delivery to their homes. This is limited to a radius of 20KM from our stores located in Vancouver B.C.

20. Group 204

20.1. Type of work and skills employers are looking for (VALUE PROPOSITION)

20.1.1. experience, skills references, certifications

20.1.1.1. Surveys, employers rank most important in prospective employees

20.2. Willingness to pay from both the perspective of the unemployed and the employer (REVENUE MODEL)

20.2.1. Possible annual membership (REVENUE MODEL)

20.3. Length of employment with company (REVENUE MODEL)

20.3.1. temporary, seasonal, contract, language proficiency

20.4. Relation of temporary employment with previous industries employed with (REVENUE MODEL)

20.5. Economic trends (REVENUE MODEL)

20.5.1. For the temporary employment Industry (Stats Canada)

20.5.2. For the industry area we've chosen to focus on: Administration

20.6. Aptitudes and skills of employees (VALUE PROPOSITION)

20.6.1. experience, skills, duration of employment, references

20.6.1.1. Surveys, employees rated

21. Group 203

21.1. Value Proposition: VanRealty is dedicated to always helping its clients to buy or sell property at an extremely high success rate within an acceptable market price range.

21.2. Sales Revenue Model: Commission to the firm and agents from sales.

21.3. Information Required: Housing prices Demographics Houses listed in each Residential Zone: Geographic GDP, Mortgage Rates, Interest Rates: Economic trends -> Inflationary or Recessionary Trends. Size of families, Income Level, Ethnicity, Occupation, Pets, Budget, Characteristics, Behavior: Customer profiles Types of housing (Condos, Residential, Apartments...) : Product Demand

21.3.1. Use existing resources, Statistics Canada (Demographics, Economic Trends) Real Estate Board of Vancouver (Housing Prices, Market Activity, Product Demand) MLS (Geographics, Housing Prices)

21.3.1.1. Data Management, sort of data and allow for easy retrieval of information to be used for comparison.

21.3.1.2. Properties made searchable for matching, search criteria can filter property search by geographic location, Price, property characteristics such as number of bedrooms.

21.3.2. We collect the data from our customers (Customer Profiles, Product Demand) We can track their behavior as we work with them throughout the process

21.3.2.1. To Create Customer Profiles, VanRealty will use CRM Cloud to generate analytics and statistics.

22. Group 202

22.1. Value Proposition

22.1.1. City WorkForce: Our main clientèle will revolve around the Publishing/Creative industry. We aim to provide better qualified applicants in an efficient manner to companies, fulfilling temporary positions

22.1.1.1. A strong resume/portfolio database of skills, experience and education - this database will only contain prescreened applicants, ensuring only quality applicants are available for use

22.1.1.1.1. This data would allow us to have information (skills, qualifications) on each applicant, which will then allow us to efficiently match applicants to employers

22.1.1.1.2. General employment data (demographics etc.) and industry data will allow us to forecast supply and demand

22.1.1.2. Our revenue model will involve charging a fee to the companies in exchange for us providing the employees

22.1.1.2.1. Financial data (cost reports, balance sheets, financial statements) from past years can allow us to observe how successful we are in managing costs

22.1.1.3. Company portfolios will allow us to identify their needs/values and their long-term plans for temporary employment (scheduling patterns)

22.1.1.3.1. Salary data can also ensure we're staying current and competitive

22.1.1.3.2. Create a bank of industry data (demographics, readership, subscription rates, print runs etc.) to identify any trends/ provide a basis of information on potential or clients

23. Group 208

23.1. Good Foods Value Proposition: providing high quality, organic foods from local farmers to people in the Vancouver Region at a reasonable price.

23.1.1. Info needed to maintain high quality/organic food

23.1.1.1. carefully selecting suppliers, quality checks, maintaining high product turn over, storage at the right temperature. Ex going to farms to check the conditions animals grow up in/requesting organic certification. Use of inventory management system to keep track of freshness (delivery date, must sell by dates, how to keep food fresh when delivering).

23.1.2. Info needed to maintain reasonable price

23.1.2.1. checking prices of competitors for each item, finding prices buyers are willing to pay (can be found by conducting marketing research), keep track of cost of goods sold

23.1.3. Info needed to check food is from local sources.

23.1.3.1. Conducting primary research to find out where our suppliers are growing their food

23.1.4. Info needed to check customers are from the vancouver area.

23.1.4.1. we can conduct marketing research to find where they are from. If we run a customer loyalty program, we have their home address on file.

23.2. Revenue Model

23.2.1. Sales revenue model: We generate revenue from online and in store sales and potentially mobile sales if we plan to implement that

23.2.1.1. What products generate most revenue?

23.2.1.2. How is the revenue distributed through the different sales channels?

23.2.1.3. What influences the revenues from different products?

23.2.1.3.1. Product-placement?

23.2.1.3.2. Promotions?

23.2.1.3.3. Sales at different times e.g. season/day of the week/time of day?

23.2.1.4. Demographics of people who buy each product?

23.2.1.5. Who buys each product?

23.2.1.5.1. Geographic segmentation

23.2.1.5.2. Psychographic Segmentation

23.2.1.5.3. Behavioural Segmentation

23.2.1.6. Demographics

23.2.1.6.1. Gender

23.2.1.6.2. Religion

23.2.1.6.3. Age

23.2.1.6.4. Dietary restrictions

23.2.1.6.5. Income

23.2.1.6.6. New node

24. Group 207

24.1. Value Proposition: Service differentiation with narrow target focus. Offer superior customer service with competitive

24.2. Information can be gathered through (1) clients personally providing their basic contact information (2) doctors recording information about medical appointments (3) System recording transactions e.g. purchase of medicine, time of visits, wait times etc.

25. Group 205

25.1. Revenue Model: Online payments for moving services + affiliate program with small appliances

25.1.1. We need information systems to figure out where money is coming from (different segments)

25.1.2. Information Needs: Reliable. sercure source for online payment A way to verify credit card information

25.1.2.1. Create it by using a third party resource such as Paypal

25.1.3. Information Needs: To know if our partners have the appliances (ex. fridge, printer) in stock

25.1.3.1. Create a supply chain system with maximum visibility

25.2. Value Proposition: reliable, friendly and high quality customer service

25.2.1. A system of finding the most efficient route for all assignments

25.2.2. Tracking where the trucks are on moving day

25.2.3. Have a survey online for customers to send in their feedback

25.2.4. Well trained employees

25.2.4.1. Train them to use online system to book appointments

25.2.5. Customers can book moving services online. Convenient, easy, available 24/7

25.2.6. Information Needs: Where our customers are from and where they want to go

25.3. Value Proposition

25.3.1. Information Needs: we want personable, friendly employees

25.3.1.1. Get data from interviews, criminal record check. Training programs

25.3.2. Information Needs: be in contact with the customer before moving date

25.3.2.1. If we use an online database to book appointments, we can easily see upcoming assignments and be able to remind customers through email or phone call

26. Group 206

26.1. Revenue Model: Customers willing to pay for expert management of financial portfolios and investment opportunities.

26.1.1. VAnalyst needs a client system that keeps track of its customers in detail as well as teir interests and what they want VAnalyst to achieve for them.

26.1.2. VAnalyst needs a lot of data on current market trends, prices, quotes, rates, etc. in order to retain its status of expertise in the field, as well as its authority on financial markets

26.2. Value Proposition: A leader in its field, VAnalyst has 10 years of experience in financial investment, and boasts effectiveness and customer satisfaction.

26.2.1. Information and data are crucial to VAnalyst's business, as all of their services are dependent and reactive to this data. They should invest in technologies like a Bloomberg terminal, which provides efficient, real-time, relevant information to be processed and used by VAnalyst.

26.2.2. Because customers are VAnalyst's sole source of revenue, they need to be catered to very individually - their expectations from a financial service should not only be met, but surpassed. To add value to its offerings, VAnalyst should familiarize itself with its customers in order to create a more individualized, personal consulting experience.

26.2.2.1. Could be the responsibility of Accounts department/staff to familiarize themselves with client expectations