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Transcript: Business Opportunity For Local Breweries By: Matt Braun BUSCOMM 201 Fall 2022 Overview Opportunity Alternatives Pros and Cons of Alternatives Recommendation and Rationale Summary Opportunity Opportunity Outdoor Venue to host events with brewery inside large connex box Similar to "Beer Garden," which was originated in Germany and Denmark Food trucks, Live Music, Lawn Games, etc. Opportunity Alternatives Fire Pits Patio Heaters Giant tents made of tarp like material TV's with sports channels Alternative Pros Pros of Alternatives Fire pits and patio heaters: warmth Giant tent: deflects weather conditions, warmth inside brewery, cheaper alternative than building structure TVs: entertainment and compensation for no live music during winter Images are from Crux Fermentation Project in Bend, Oregon. Layout is similar to Business Case idea. Cons Cons to Alternatives Fire Pits and Patio Heaters: Maintenance and Safety concerns Tent: Durability TVs: May require sports channel subscriptions, requires wifi Payette Brewing Company Beer Garden Recommendation Use Patio Heaters for warmth Giant Tent to deflect rain and snow TV's for entertainment Safety concerns can be resolved through proper fire extinguisher placements and keeping up with fire safety codes (OSHA) Recommendation Summary Great potential Great for local breweries, smaller businesses, and smaller artists Family Friendly experience Summary
Transcript: The foundation a.) The foundation a.) To take off b.) The foundation a.) To take off b.) The growth & long term sustainability c.) Attn. Your Business Associates 1 We are unique as a well known brand in the area The foundation TIPS: 1 Renovate & Embrace the ACLI-MATE Culture 1 Mission statement 2 Evangelize growth thinking 2 No such thing as over-communicating Helps to have an executive sponsor (head of Prod, CEO, etc.) - signals that Growth is important to the business Your job is just as much driving results as evangelizing growth thinking internally 2 Teams are territorial “Hey, I should own that.” CHALLENGE 2 TIPS: Common story...: Me to Growth lead: “How do you guys work with Core Product?” Growth lead: [quizzical look] “We don’t. The CEO just lets us do whatever we want.” -> This is a recipe for confusion and potential conflict… 1 Clearly define roles & responsibilities Basic framework to document roles/responsibilities for Growth & Core Product 1 Pick some areas no one else is focused on...easier to gain credibility and avoid tension/politics Revisit this document regularly - roles/responsibilities will evolve based on company priorities and team bandwidth, skillset CORE PRODUCT GROWTH SHARED 2 Learn when to be autonomous (Optimization mode) & when to be collaborative (Innovation mode) 2 At Invoice2go we inherited an existing product and spent a lot of time in “Optimization mode” where we iterated quickly on experiments to drive conversion, retention, etc.; we did this as an autonomous, full-stack team.. ...but for our V2 redesign we entered “Innovation mode”, where Growth was embedded in the design & development process with Core Product, collaborating from beginning to end. In “Innovation mode” (redesign or new features/products) it’s important to embed Growth in the process as early as possible rather than thinking of it as an afterthought to optimize later... ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators 3 Lack of trust -> creates factions in the business that hinder success CHALLENGE 3 TIPS: 1 Don’t just focus on quant/metrics 1 A perception out there is Growth wants to succeed at all costs, even if it means deteriorating UX... ..User empathy helps; you’ll improve performance & team perception if user research is core to your process My team is constantly doing interviews, surveys, & usability tests as a way to marry quant & qual -> the data tells us what happened, but the user research tells us why & keeps us humble and empathetic. NPS & App Store ratings are other ways to get a read on user sentiment over time 2 Transparency people need to see results... and understand/share in the process Build trust by being transparent and objective about team priorities & performance 2 Accept feedback and solicit ideas broadly We have done this via cross-team offsites & brainstorms, regular lunches with Customer Support covering specific themes, & publishing all growth strategies, experiments, and results widely Build credibility with some quick wins... but also share the failures & what was learned 3 Recruit the right profile Internal hiring -> things can go more smoothly when people who are already effective within an organization take on growth roles 2 Nick Soman (Gusto): “Hire people who are hard to stay mad at.” - must be able to build rapport with variety of people RESULTS ACCOUNTABILITY COMMITMENT CONFLICT TRUST trust framework: The foundation of trust fuels long-term results source - Patrick Lencioni “The Five Behaviors of a Cohesive Team”
Transcript: Additional Data Calgary: Scanner B Toronto: Scanner C Montreal Scanner C Overview Functional Areas Timeline Additional Data to be gathered Communication Plan Brief Evaluation Functional Areas Dec '13 Execute project Phased approach Leverage resources Quality Assurance Prepare for closure Introduction Communication Plan Revenue Project Analyst Train employees on process Hand over project documentation Gather level of project success Lessons learned Nov '13 Operations for current belt placement Human Resources to train employees on using new technology Customer service to be informed Revenue Systems to integrate new technology Implementation Closure Business Case: Scanner Technology Planning Reason for technology need Business Goals Scope Approvals Operations for process change Revenue Systems for integration Advise HR for training material Customer service for call volums Timeline Oct '13 System Evaluation Mar '13 Shane Sequeira Skills of Development team Resources needed Risk plans Detailed action ? Current effort for manual system Logsitics for installation Best time to avoid interruption Setup time for new technology Learning time for training Business Case: Project Management - Scanner Concept FedEx The World on Time
Transcript: Risks -For each 1000 ads viewed = $3 -A website that features extensive profiles of these professional gamers and their streams Why is it different? How it works... -Growth of eSports -200% increase in traffic/viewership Target Audience -48 million viewers & 3 hours a day -Online Blogging -Eric Tsai "finding a niche audience" Streaming Online games Features | Benefits ----------------------------------- | | | | | | -Unable to get all the pro-gamers on board What's the problem? -16 million viewers every month on twitch, spending an hour a day -Enhances streaming culture as a whole Kevin Lee Own3d.com Twitch.tv -Tied with social Media -Helps viewers find their way to desired stream -25,000 viewers + 2 ads per hour = -Categorizes streams -Twitch.tv is against it -Viewers cannot/unwilling to adjust -Creates a niche audience and helps consistency -Self promoted, inconsistent - Hard to achieve good viewership Streamania -User-friendly -Detailed descriptions $150 per hour -Easy to promote What to expect -Virtuous cycle -Personalized accounts streamania.com
Transcript: End User Meets today's market demands Overview Selection Criteria: Population density Land price Accessibility Filling Station CONCLUSION 2021 - $988.7 B Customer Super Market Changes Supermarket chain Stores all over the city Existing online infrastructure Looking for supply solution Ebike Good Quality Convenient The Bike Higher Consumption 1. Introduction Launch of the business model Using existing expertise 2. Growth Offering product to more customers in Paris 3. Further Extension replication of business model within and outside the cluster The Product More Digital Buyers Subscription fee to use equipment Fee for CO2 usage individually charged CAGR - 3% Millennial Population Population density Environment-friendly Tank Space saving Easy to control Uniform temperature distribution Al’s expertise BACKGROUND Supply Chain Source: McKinsey 2014 - $799.4 B Thank you for your attention! e-bike Low cost Low emission Flexibility Chilled/Deli Foods Global Demand Why Paris? Customer SMR plant Pricing Strategy Land Price The Filling Station SUMMER SCHOOL 2017 Road Network Millennials, Generation Z, Generation X Characteristics: Full-time employed Living in the city center Digital natives Looking for: Flexibility Convenience Fast, reliable service Environmental-friendly solution Truck Filling Station Map Additional Products & Services BUSINESS PLAN Source: Transparency Market Research Digitalization of the Food Cold Chain for the Last Mile The Vision
Transcript: Local Community Strength Indicator U.S Census New Jersey Board of Education National Center for Education Statistics City-Data.com Neighborhood Scout United States Department of Labor--Bureau of Labor Statistics City of Newark Open Data Potential Customers Is it Commercially Viable? Goal: Determing potential data points that would be suitable to a commercially viable Community Strength Index Indicator Study City: Newark, New Jersey Newark Small Business Where Did We Find Our Info? • Government: Small Business Association(SBA), Community Reinvestment Act (CRA - Federal Reserve) Use case: Improve effectiveness of existing programs • Lending institutions: Alternative lending companies (example: Lending Club, Prosper, Kabbage etc) Use case: Credit origination and influence marketing • Non-profit: Organizations that intermediate between investors and impactful small businesses(example: CDFI - Community development financial insitutions) Use case: Improve effectiveness of existing programs • Corporates: Biggest 1000 companies with significant CSR budgets in Retail & Manufacturing industries Use case: Embed CSR in supply chain and distribution by promoting impactful local businesses UNDER THE HOOD OUR DATA Conclusion Crime Statistics MEET THE TEAM Our Area of Focus Mohammed Ahemmad MBA Analytics Summer Analyst Sumit Arora Finance Graduate Intern Sphoorti Bhuvaneswar Finance Graduate Intern Olivia Buzby Graduate Talent Acquisition Intern Margaret Egan Graduate Finance Operations Intern Huiting Tian PhD Analytics Intern Unemployment Rate can provide information: • Spending power of the consumers. • Access to a bigger pool of unemployed that can be employed. • May lead to higher federal unemployment taxes. Population Growth indicates: • Flat rate of demand/declining demand. • Graying population. • Declining pool of potential workforce. • Inaccessibility of lenders. Population Statistics High School Graduation Rate Crime Statistics Unemployment Rate Small Business Growth in the Area SOURCES Crime statistics can help companies decide on how much of an investment they should put into preventitive measures for crime There are 3 types of crimes that affect small businesses: Employee Crimes Non-Employee Crimes Cybercrime Including crime statistics in the Local Market Strength Indicator will give an idea about the current economic status of the community Population & Unemployment
Transcript: Background Report Pitchaya Timpratuang 15 December 2022 Analysis and Plans Analysis and Plans Exit Interview Categorized Green = Insentive/Compensation = 7 persons. Orange = Career Growth = 5 persons. Grey = Others = 4 persons. Incentive/Compensation Incentive/Compensation Issues • Sales incentive is not attractive. • Sales target allocation seems unfair. • Can’t achieve sales target; hence actual sales incentive is less than 100% payout. • Sales incentive at target 100% is less than competitors. • Fixed compensation is lower than competitors. Market pays more fixed income. • Compensation is less than competitors. • Based salary is not competitive. Incentive/Compensation Issues - Intervention Plans (1/2) • Review Business Target Pre - Sales team sharing (HR as facilitator for workshops, brainstorm, support) - Review strategy (SWOT, five force models, STP model, 7Ps) - Review current market (market volumn, ration) Process - Proposal to managment (set new target, solution) Post - Encourage bottom-up culture. Incentive/Compensation Issues - Intervention Plans (2/2) • Indirect compensation substitution - Travel allowance / mileage claim - Group / life insurance - Long year service recognition - Flexible point Career Growth Career Growth Issues • Career growth • Career opportunity - Got higher position outside the company. • Limited career opportunities • No career growth • Got higher position Career Path Challenge Career Growth Issues - Intervention Plans (1/3) • Set Career Plans 1 Year • Evaluation • Re-train No 3 Months 6 Months • Achieve assignment • 100% sales target Role enhancement Sales skills training • Pressentation skill • Communication skill • Problem solving skill Yes Give Assignment .................... • Abroad project • Delegation abroad Promotion .............. 5 Years 3 Years 2 Years Career Growth Issues - Intervention Plans (2/3) • Position Level Sales Manager Senior Sales Sales Officer Level 7 (Experienced worker, 3 YOS) Level 8 (Experienced worker, 1-2 YOS) Level 9 (new comer with experience) Level 10 (non-experience, new gratduated) .............. ........... ....... .............. ........... ....... Level 5 (Experienced worker, 5+ YOS) Level 6 (Experienced worker, 4 YOS) Career Growth Issues - Intervention Plans (3/3) • Internal Transfer Sales Officer AH team 3 Sales Officer AH team 1 Sales Officer AH team 2 Others Others Issues • Supervisor didn't support enough. • Too many workloads • Family reason. • Personal reason. More information NEEDED!! Anonymous Exit Interview Create public Google Form or MS Form which can be accessed from anyone as anonymous. Others Issues - Intervention Plans (1/2) Mediator Concept Others Issues - Intervention Plans (2/2) Business Case Presentation Company A Established for 10 years in the pharmaceutical industry in Thailand. Total employees are 100 persons with - Sales force 60 persons - Non-sales force 40 persons. 80% of total employees have years of service less than 5 years. The Company A is facing high turnover rate in sales force in 2022 comparing to 2021 Headcount Report and Resignees 2021 - 2022 • Year 2021 Average Headcount = 99.41 persons. Total Resignees in Year = 7 persons. *Sales force = 6 persons. /Non-sales force = 1 person. Turnover rate = 7.04% • Year 2022 Average Headcount = 98.66 persons. Total Resignees in Year = 16 persons. *Sales force = 15 persons. /Non-sales force = 1 person. Turnover rate = 16.22% 2022 Exit Interview Green = Insentive/Compensation = 7 persons. Orange = Career Growth = 5 persons. Grey = Other = 4 persons. 2023 Resignees Forecast 2023 Resignees Forecast - 0.75 + 130.40% + 130.40%
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