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Barcelona, May 23 - 2014 Final Master Project "OnlyOne" a self-service machine that offers the service for tourism to operate and easy to get useful information when they arrive in spain. The machine has touch screen with simple icons so the customer could operate it easily. The service will be accompanied by an app for mobile phones for tourists.
Barcelona, May 23 - 2014 Final Master Project "OnlyOne" a self-service machine that offers the service for tourism to operate and easy to get useful information when they arrive in spain. The machine has touch screen with simple icons so the customer could operate it easily. The service will be accompanied by an app for mobile phones for tourists.
Barcelona, May 23 - 2014 Final Master Project "OnlyOne" a self-service machine that offers the service for tourism to operate and easy to get useful information when they arrive in spain. The machine has touch screen with simple icons so the customer could operate it easily. The service will be accompanied by an app for mobile phones for tourists.
Program: Mster of International Business Course: Final Master Project Members: Robert Albornoz, Tapan Chaudhary, Wan Ching Li, Anglica Moreno Teacher: John Wetherell Assignment: Final Project Proposal
INDEX
Introduction of the machine ONLY ONE ............................................................................ 1 Mission and Vision Statement ........................................................................................... 5 Customer Value .................................................................................................................. 5 Sustainable competitive advantage ................................................................................... 5 The reason for investment ................................................................................................. 6 PESTEL analysis .................................................................................................................. 8 Competitive environment and competitive sector (Porters 5 Forces) ............................. 9 Estimation of the size for the machine-OnlyOne ............................................................ 13 Estimation the number of competitors from initial research on those competitors ...... 15 A Competitors Analysis. Brand Positioning & Market Mapping ..................................... 15
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Introduction of the machine ONLY ONE Self-service device-ONLYONE
Recent years, the tourism industry is booming and for conforming the tendency, we want to create one easy machine that offers the service for tourism to operate and easy to get useful information when they arrive in Spain The machine has touch screen with simple icons so the customer could operate it easily. And also with a display to insert credit cards, debit cards to make payments, it includes a placement to insert the paper and coin box to make the payment. Each feature will have design icons to demonstrate various choices to let customers understand and operate it easily. Regarding to activity ticket features, the chart will have offer the expositions of the best- sellers activities such us museums, opera, flamingo, etc., because its the best way for tourist recommendation. This service will be accompanied by an app for mobile phones for IOS and Android system; it will be more practical and convenient for users with smartphone. We designed interface of screen with different languages: English, French, Italian, Chinese, Japanese and Korean in order to a lot of tourists come from foreign countries Machine Model:
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Main Features
The chart describes the draft design of screen of the machine initially:
Tickets: For the transportation aspect, the company will negotiate with Catalua government to do agreement that selling subway and train ticket. Although the metro station is nearby around, but it is also offer another way for customer and the tickets also can be used for bus, FGC, TRAM and Rodalies. It will be easier to get tickets for tourists. On the other hand, the train ticket can be bought in this machine, it will save tourists time to wait a line for buying train tickets in the train station and customers dont need to go to train stations in particular to buy their advance tickets for avoid missing the assigned train intraday. By this way, those customers who live far away from train stations could buy their train tickets easily and get them immediately.
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For the activity aspect, the following partnerships will be the initial cooperation partners for the business, so will exist a negotiation with them to do agreement that allow to take tickets directly by this service. Museums: The selected museums may be few of the potential partners and the key to promote tourism. Also, it will offer discounts or coupons for encouraging consumers to use this service. Some of them are:
Archaeology Museum of Barcelona (MAC) Museu d'Art Contemporani de Barcelona (MACBA) Museu del Modernisme Catal (MMCAT) CaixaForum Barcelona Casa sia Centre d'Art Santa Mnica (CASM) Centre de Cultura Contempornia de Barcelona (CCCB) Cosmocaixa Barcelona (former Museu de la Cincia de Barcelona) Espai Gaud (La Pedrera) FC Barcelona Museum Fundaci Antoni Tpies Fundaci Joan Mir Fundaci Suol Gracia Arts Project Institut Botnic de Barcelona La Capella Museu Barbier-Mueller d'Art Precolomb Museu Can Framis, Modern Art Jard Botnic de Barcelona Museu Egipci de Barcelona Museu de l'Ertica de Barcelona Museu Etnolgic de Barcelona Museu Europeu d'Art Modern Museu Gaud Museu d'Histria de Catalunya Barcelona City History Museum (MUHBA) Barcelona City History Museum - MUHBA Park Gell National Art Museum of Catalonia (MNAC) Museu Picasso
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Olympic and Sports Museum Joan Antoni Samaranch Palau Robert Sala Ciutat Sagrada Familia
Opera: Negotiations with theater to promote cultural activities which are famous in Barcelona or want to attract more attention of the public or promote their work. Flamengo: Negotiation with dance clubs or dance schools if they want to promote their shows. Football: It will offer customers to check the date of the match, the vacancies and the price of the tickets. Amusement Park (Port Aventura): Offering tourists one choice of activity and also offer discount with buying train tickets.
Payment: Negotiation with three main telecommunication company (Orange, Vodafone, Yoigo) in Barcelona to do agreement that offering tourists to top up sim card. On the other hand, as it mentioned in first feature of tickets, all tickets could be paid by cash, credit card and debit card when buy them via this machine.
Printer: Negotiation with four budget airline companies (Vueling, Easyjet, Rynair, Iberia) to offer tourists to print their boarding passes (QR CODE), even though those companies has own app that providing customers could on- line check in and get boarding pass by smartphone, but this service certainly could benefit the people who dont have smartphones and print it.
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Mission and Vision Statement
Mission Statement Being a company that offers an indispensable travel tool for tourists who visit Barcelona, putting the OnlyOne machines in main touristic spots around the city
Vision Statement Redefining the whole tourism experience, by simplifying the life of travelers
Customer Value
Integrate main telecommunication companies in Barcelona to provide customer an easier approach to the market. When tourists come to Barcelona, they have three or more telecommunication companies to choose in preferential thinking if they know the machine has the top-up service, it will be convenient for customer because they dont need to look for shops specifically and it could resolve their inconvenience right away. Coordinate with main budget airlines companies in Europe to provide customers a saving-time process (on-line check-in). This service will be a big benefit for customer because they do not need to upload each budget airline app., not to mention people without smartphone. Travelers buy different tickets, so they can save time to operate their boarding pass by OnlyOne machine and print it. Offering a variety of choices for customer to discover cultural activities in Barcelona. The customer value is apparent because this service exactly offer many choices for customers to create more and more tourist business and also help those organizations to promote their activity. The most important customer value is high prospective for customer because they believe in this machine and expect it to create more and more opportunities and use them to get sufficient and useful information.
Sustainable competitive advantage
OnlyOne will be the pioneer doing this kind of business in Spain, having strengths to convince the partners to invest in us. If in the future appears some direct competition, it will exist the commitment of the partnerships because for has
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been the first in the market. Certainly it is a successful access to the market and changing environment gradually. Partnerships who join the company will help to expand the business and create more and more opportunities in the future, as different features or expand the functions of the machine. Innovation: Improving technology and creating more functions accordance with changing tendency. Exactly, there is no doubt that society is changing fast, so the machine must be easy to operate for public and the company would invest time and effort to investigate technological advances to add more functions according to the tendency. A lot of opportunities to expand this service in more cities of Spain and in the future to going abroad to the most touristic cities of the world. Been the first in the market with this kind of business model, It will provide the power of negotiation with different city capitals in Europe, to go abroad on new markets and make more sustainable the business on the time. Strengthens relationship with clients will provide better understanding of needs and problems of the customers and also will Increases the loyalty. Access to new partnerships will provide more diversification on the business model.
The reason for investment
The following diagram which it is created to explain why someone is interested and want to invest in the OnlyOne business. Also, can figure out that those four reasons are linked closely, if company invests this business, they can get more profits according to service machine popularized in Barcelona and to the other sides, in terms of longer view, and company could understand deeply the current market and evaluate the potential market to come up with new ideas and profitable business.
The profit could be evaluated due to by this service, it is create a new market channels for tourists and if the service works well, it is assumed that this self- service device will be tendency because technology will substitute labor; the self- service machine can increase the amount of tickets without doubt.
Also it will be an advertisement way for company to exposure their brand in the market, not only maintain the local market but also could make tourists to know Spanish brands even introduce upcoming tourist to use them.
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PESTEL analysis
PESTEL ANALYSIS Political Economic Political factors are important, as the government intervenes such as tax law, trade restrictions and tariffs and political stability could affect the business model. Sometimes the type of government also which is present in the host country could improve the opportunity of expiation. Local authorities (Catalua Government) are providing support to new technologies that are supporting tourism in the city as they see Barcelona as a tourist HotSpot. Economic factors such as Interest rates, Inflation rates and exchange rates and fiscal policy set around us. In the local market it will be the taxes ratios. Exchange rates can affect the price of the machine in importing from other country to Spain. Climate of the economy can also play vital role within the society such as consumers because of the economic crisis. Socio-cultural Technological Social forces affect costumers attitudes, opinions and interest. Media play a vital role in that point especially because their comments with colleagues and friends lead them how to behave and ultimately do the purchase. Population changes can also have impact on the businesses. As our product is concerned about people, socio cultural will not impact as much as could be, but we cannot ignore it. The New Technology in the Machine should update according to the technological needs as our machine is totally dependent on the Internet. Faster exchange of Information can benefit business as they are able to react quickly according to the operating environment. Been in a globalization society, the odds of be copy the idea, is higher. Higher number of IT companies been starting operations around the world could be future competitors.
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Competitive environment and competitive sector (Porters 5 Forces)
Competitive Rivalry Number of competitors o There is no direct competitor with the same practical presentation. o The indirect competitors are: Web pages of tourism that offer tickets for the attractions and discounts. For example: http://bcnshop.barcelonaturisme.com/ and http://www.barcelona-tourist-guide.com/sp/ TicketMasters sales tickets for the most popular attractions in their points of sales and by webpage - http://www.ticketmaster.es/nav/es/mucho_mas/barcelona /la_pedrera_08az/la_pedrera_de_dia/index.html Directly web pages of the attractions - http://www.lapedrera.com/es/home Direct local sales in the attractions, tickets of metro, tickets of train and web pages of our partners.
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Quality of differences o With this new machine all customers can acquire all their tourism attractions, get metro and train tickets and print boarding passes of flight only in one place that would be located in specific points of the city. Switching cost o The switching cost between buy the tickets in different sites (web pages or in the touristic places) and use the other applications directly from the attractions or by web pages, and so on. o All of them have the same cost as our product, is only matter of customers convenience. Customer loyalty o The choice of the client to choose the practicality of affords their ticket attractions in one place. Cost of leaving market o Initial investment o Less practicality for the users
Threats of New Entry Time and cost of entry o High initial investment for importing the machines and assembling with local server company to set the features according to the Spanish needs. o Difficulties with the partnership of the companies that manage the services offer in the machine. o Acceptance of the partners for the incurred cost to put their services in the machine. o Spanish of Catalua government supports the tourism and services that facilitates the tourism, but if the company cannot get the proper permissions it will be consume more time. o Cost of installation and maintenance, hired a telecom company to manage the system daily. o Acceptance of the user for this new system. Specialist knowledge o Features of each services offer according to the needs of the market. o No patents for this new system
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o Accustom users to the system o Partners agree with the configurations of their services in the machine. Cost advantages o Just the initial investment is high o Agree with the telecom company for a fixed cost of maintained. Technology protection o Found a telecom company that provides the services of the machine o Partners must approve the design Barriers to entry o Government from Barcelona supports new companies directed to tourism, mostly if it simplifies it. o Approval from partner (idea and costs) o Technology adaptations
Supplier Power Number of suppliers o Machine would be imported from Asian cities that have the custom of demand vending machines off all types, so there is a lot of offer of its. Uniqueness of service o High tech machine with touch screen and print application. o Features according the user needs o One machine for many services and many applications Your ability to substitute o The company, have many different suppliers that can offer the machine abroad, that will help us to avoid the power of the supplier over us. Cost of changing o New investment of all the project as a new one o New cost of maintenance to the telecom company o New cost invested in configurations of the features offer
Threats of Substitution Substitute of performance
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o Web pages of tourism that offer tickets for the attractions and discounts o Directly web pages of the attractions o Direct local sales in the attractions, tickets of metro and train, web pages of our partners Cost of change o No extra cost of change, it is just a matter of time and convenience of the customers
Buyer Power Number of customers o It is expected to capture more than 40% percentage of the tourists that come to the Barcelona. In 2012 the annual number of tourism was 7.44 million of people and in accordance of the government is expected that for the current years this number increase slightly. Size of each order o In Spain the European tourists are the 90% of the total of visitors (Between 2012 - 2013) o The precedence of the tourism in Barcelona is: 20% of Spanish visitors, from other European countries are 53% and 25% of other part of the world. (Source 2013: IDESCAT Hotel Occupation) Price sensibility o The final price of the different ticket that it will be offered on the machine, will not have differences with the real prices, because our feed it will be charge to the partnerships that we will have. o Discounts offered for directly sales Ability to Substitute o Always adapted to accept new users, even if they do not use this service frequently Cost of changing o No extra cost of change, it is just a matter of time and convenience of the customers
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Estimation of the size for the machine-OnlyOne
Taking the premise that the company will established an initial agreement with the local council (Catalua City Hall), the market it is expressed in the amount of tourist that can use this machine and will have the opportunity to enjoy the facilities of it. Having said this, our estimated size of the total market for the product it takes it from the annual report of Department of Tourism office of Catalua as below. Characteristics of the Market Characteristics of the demand Number of tourists and overnights in hotels
1990 2000 2010 2012 2013 Tourists
1.732.902 3.141.162 7.133.524 7.440.113 7.571.766
Font / Fuente / Source: Gremi dHotels de Barcelona per a/para/for Turisme de Barcelona. Cegos (2010-2013) tractament de les dades / tratamiento de los datos / data processing Tourists by country of origin
2011 2012 2013 2013 Estat espanyol / Spain
23,6 21,8 20 1.517.378 Catalunya / Catalonia
5,8 5,7 5,6 422.116 Madrid
5,6 4,7 4,4 336.073 Andalusia / Andalucia
2,2 1,9 1,7 130.727 Pas Valenci / Valencia
2 1,7 1,6 123.626 Altres / Others
8 7,8 6,7 504.836 Europa* / Europe*
51,2 51,5 53,1 4.014.199 Frana / France
8 7,7 8,4 636.903 Regne Unit / United Kingdom
7,2 8 8,3 629.969 Alemanya / Germany
5,4 5,6 6 453.102 Itlia / Italy
7,6 6,6 5,9 447.721 Altres Europa / Other Europe
23 23,6 24,5 1.846.504 Altres pasos / Other countries
25,2 26,7 26,9 2.040.189 Estats Units / USA
8,2 8,5 8,3 627.412 Resta dAmrica / Rest of America
7,7 7,4 6,6 501.721 Jap / Japan
2,1 2,2 2,2 170.092 Resta del mn / Rest of the World
7,2 8,6 9,8 740.964 Total 7.571.766
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Characteristics of the final customer
Knowing the characteristics of the market and the profile of the final customers, it can be inferred that to find the overall market potential (that is the potential market volume), it needs to multiply the number of target customers by the penetration rate, it will be at least at 40% in our case.
Market volume = Number of target customers Penetration rate Market volume = 7.571.766 * 40% Market volume = 3.028.706,4 customers
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Estimation the number of competitors from initial research on those competitors
Since an internal point of view as a company (with the project):
At the beginning the company will not have direct competitors, because it is the first one in the market with specific technology applied to this market, Tourism in Spain. OnlyOne is dealing as a company, with the potential rejection of the project by the local council, who are partners and who will provide a range of facilities to carry out the project.
In this case that of dealing with a rejection of the local council, it would be necessary to appeal private investor and private partnership such as hotel, parks, entertainment places, and so on.
Since an internal point of view as a service (the machine):
The competitors are already have been existing machines that can provide the same service to the final customer, but the issue is that, these competitors are in separate machines or places. As well, the ticket offices of each service are the indirect competitors that will be provided. Having said that, it can be identified the indirect competitors as: o Subway dispenser machine o Box office ticket sales (In each tourist attraction, it count as one) o Tourism offices (22 points of information) o Travel companies (Around the world) o Bus tourist attractions
A Competitors Analysis. Brand Positioning & Market Mapping
Step one- Select two determinant attributes that consumer relies on their purchase decision. In other words, determinant attributes are quite important to them and consumers use them to help differentiate competitive offerings. -. Easy to access Vs. Difficult to access -. High variety of options Vs. Low variety of options
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Step two- List the main competitors in the product category -. Subway dispenser machine -. Tourism offices -. Travel companies
Step three Create scores for these brands
Access Variety 1 = is difficult to access and 5 = is easy to access 1 = low variety of options and 5 = high variety of options Subway dispenser machine 5
1 Tourism offices 3
5 Travel companies 2
4 OnlyOne Machine 5
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The graphic show how the OnlyOne machine has an important market, not even explorer yet. As its explained on the previous points, exits different services to access, to the different features that the machine will offer. But, its visible on the graphic that the OnlyOne machine its the only one who offer the better qualities between access and variety on the market.
-6 -4 -2 0 2 4 6 -6 -4 -2 0 2 4 6 A C C E S S
VARIETY Access Vs. Variety
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REFERENCES
Web references o http://www.bcn.cat/estadistica/castella/ o http://www.barcelonaturisme.com/ o http://wikipedia.com o http://barcelonaactiva.cat o http://tw.kiosk101.com/Company/navigation_eng.aspx o http://pubsonline.informs.org/doi/abs/10.1287/mksc.5.4.275 (The Choice Theory Approach to Market Research)
Book references o Porter, M.E. (1980) Competitive Strategy, Free Press, New York. o Joseph A. Covello, Brian J. Hazelgren. (1995) The Complete Book of Business Plans, Sourcebooks, USA.