business plan final version (wip).doc change 5

8/3/2019 Business Plan Final Version (WIP).Doc Change 5

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1) Company Overview What we aim to Achieve

Executive SummaryMission statementProduct and services providedBusiness strategy

2) Management Team Introduction to team and how we work

Human Resources approachRoles and responsibilitiesOrganisational Structure

3) Market Who do we sell to? Why?

Industry overview and market need

Market Research

Primary Market research

Results of primary researchCompetitors AnalysisEnvironmental/ PEST analysis

SWOT Analysis

4) Marketing Strategy How we are going to sell.

Market SegmentationTargeting StrategyMarketing Mix (4 Ps)

Branding strategy

Corporate LogoPositioning Strategy

Sales Strategy

Sales Forecast

Pricing Strategy

Promotional Strategy

5) Operations How this is going to work as a project

Operations overviewOperational PolicyRole of operations in the company and approach to facilities and

equipment managementBusiness LocationSourcing and Outsourcing Strategy

Inventory Management ProceduresQuality Control ProceduresCustomer Services ProceduresTechnology Process OverviewExpected Product CostsPatents

6) Risk Analysis

7) Finance How much money are we going to make?

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Main assumptionsKPIsFinancial highlightsProjected cash flowsProjected Balance Sheet

Break Even analysisTax Liabilities.

Appendix

Appendix I: Market Survey (questionnaire of Primary Research)Appendix II: PatentsPro forma Income StatementTangible AssetsMarketing SpendMarketing AllocationMarket Survey

HHushed Technologies (Ltd)Board of Directors (also referred to as Principles):

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CEO: Tania Morrison

Head of Finance: Sam

Head of Supply Chain: Kavitha

Head of Marketing: Abid

Head of Operations and Technology: ParkHead of Business Strategy & Human Resources : Zein

Repeat

Additions

Take out

Comment

Mission Statement

Hushed technologies provides disruption free environment to users with a focus on

customer satisfaction whilst maintaining a strong brand image and focus on superiorinnovation.

Business introduction

Hushed Technologies (Ltd) intends to provide innovative solutions to currently un-resolved

common issues (such as the annoying ringing of mobiles in un-appropriate places). As its

first project the company identified a common everyday occurrence, the ringing of mobilephone in meetings, lecture rooms and other places where they are least desired. This in turnleads to disruption and general annoyance.

We will be launching our first product called Hushed which is named after the company. NoMobile Noise (NMN) is the name given to the first software developed to provide this solution.The software is designed to stop disruption and prevent the unwanted ringing of mobilephones within designated areas.

Hushed intends to achieve this by installing NMN technology that will be able to suppress theringing rather than interfering with the network as current technology either jams the phoneor interferes with the network.

This will be achieved by sending a signal that converts the mobile phone to silent within a

designated area. We intend for these areas to be marked Hushed Zones (see Figure.1) sothat people are aware that they have entered an area where there phone will not ring.However this does not mean they will be prevented from receiving messages or calls as in ajamming device. Once you exit the designated area the phone will return to its normalfunction.

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Figure 1. Logo indicating a Hushed Zone

Primary focus (in the first year our business) will be on the university sector as our marketingresearch has indicated that there is a strong demand for such technology and universitieshave strong budget for acquisition of such technology.

We have a sales forecast to sell to 25 universities in the initial year assuming, which isconsidered a very achievable number also within initial capital budget. In addition, thecompany has a view to expand to capture 100 of the 123 current universities in the UK withinthe next 2 years. We intend to also develop and role out Hushed technology to otheridentified segments businesses and organisations where the product hushed would providewhich would like to create a disruption free environment in designated areas as demandincreases and acceptance of the product increases.

The unique selling point of this technology is that it provides a practical and effective solutionto mobile phones ringing and disrupting important lectures, seminars, meetings etc. In thecase of universities this irritates both the students and teaching staff reducing efficiency of theteaching process and until now there has not been a solution to this problem. We intend to bethe first providers of this technology and with patents intend to create a new market in whichwe can expand without competition.

Product and Services provided:The product consists of a base station that emits signals to turn mobile phones go on silentmode. Product sales involves two price points based on the sq foot area that it covers. Pleasefind details of cover area and technology in the operations section. Our immediate focus is onthe production of the software that will be effective in the designated Hushed Zones.ProductSales will involve the selling of the technology based on the sq foot area to be covered ratherthan the number of units to be set up. It is intended that the initial sale of the producthardware is expected to generate on average 25360 per university giving a profit margin of

63.5% per university.

In addition, the companys objective is We intend to license (nationally) the use of thetechnology on an annual basis for institutions that have purchased the Hushed NMNtechnology which will provide a further long term revenue stream generating profit for Hushed.The company operations strategy is We intend to outsource the our installation andmaintenance programs to two selected third party cater to customers from variousbackgrounds and this will allow the company to remain highly flexible and cost effective startto business operations to changes in demand. It has been identified that the keys to oursuccess over the coming five year period are:

Successful Product launch with uptake as mentioned above.

Positive brand positioning and company reputation in the initial stages of

conducting business.

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Innovation in our product range and portfolio (R&D) to continue to grow and expandproduct lines and revenues.

Effective contractor management and value chain control and monitoring.

Cost-effective capital structuring and investment.

Internationalisation of our technology into new markets and territories including

strategic alliances and joint ventures where necessary and profitable.

Business Strategy:We intend to achieve the following strategic goals and targets in the initial 1 to 5 years of thebusiness launch. Please find details below.

Years 1 and 2:As part of our strategic approach the company we will initially is targeting universities in thefirst year. This is primarily due to the fact it is believed that universities are the most profitablebuyers identified by the following reasons:

Universities have large areas that they wish to use for teaching and these areas are

often affected by students (or other people) who have forgotten to turn their phone tosilent. This means that by covering a larger area we can in turn generate greater

revenue whilst keeping cost down.

Universities are typically well funded and more receptive to such technology than

other organisations such as libraries, schools and business. However this is not

implying that these other institutions are poorly funded or not receptive to this

technology.

Our research (covered in the marketing section) has identified a strong buying

potential and desire for such technology in universities. We are aware that whilst

budgeting has meant that further research cannot be carried out on other institutionsfor comparison research shows that the university funding levels and teaching floor-

space is the largest.

In the initial year we are targeting a 20% stake of UK universities. However through

our strategic approach to production and installation the company remains flexible

enough to respond very quickly to increases in demand should this be from more

universities or even other institutions.

Second year expansion will target the remaining 53% universities (to achieve the final targetof 85% of all universities) and also to diversify to businesss, work places and otherinstitutions to gain a strong presence in the UK. At the same time, the company will begin

work on its global expansion to other countries. A cautious UK expansion is intended in theinitial years primarily due to a desire to maintain strong cash flows and generation of licenseincome in order to expand overseas in years 3 and 4.

Years 3 to 5:By At this stage the product Hushed will be penetrated into Universities, cinemas, librariesand workplaces. it is intended that Hushed will have developed its market in the UK to thepoint where we are catering to 85% of Universities. Furthermore,expect to have implementedthe plan to expand into new markets within the UK such as Cinemas, businesses andlibraries. At this point the company will be maximising its revenue from local marketsmaintaining strong growth as roll out to Europe is expected.

We have to mention what the company will do from 3 to 5 years not what we have achieved

by then.

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We will implement the launch of a new NMN 2 technology designed to work intelligently withthe new generation of mobile phones. It will be vital that the mobile phone manufacturers andHushed form an alliance to push this technology further. It is intended that any partnershipbetween Hushed and the manufacturer would bring the following three main benefits:

Manufacturers will be allowed to use the Hushed NMN 2 Logo to indicate to

customers that the phones have the advanced silent technology. This will be at the

stage where Hushed is a strong brand name with technology used throughout the UK

and Europe. This will allow further marketing of the phones new features.

Technology advances will provide customers with more interactive solutions, for

instance: a product that allow customers a greater degree of freedom on the

preferences of the phone profile so as to customise the phone when silent, for

example vibrate only or chime once when entering a hushed zone and twice whilst

exiting etc. It could be that we have location preferences feature where the lecturer

(for example) can decide if he or she wants no ringing at all or meeting setting (if it is

a more casual atmosphere).

Hushed will also gain strategic advantage by such a venture and be able to cut costs

by developing this technology jointly with the considerable resources that largemobile manufacturers provide and also licensing fees paid to the company for use.When successful this will lead to further alliances to develop new innovativetechnology for wider application and in different industries.

The NMN1 software can then be sold internationally as it is intended the world patents willprevent new entrants duplicating our designs and profiting. It is intended that multiplecollaborations with mobile manufacturers will be possible and sought to develop technologybuilt into the phones that extends the options available in hushed areas.

Years 5 to 10.The potential for the development of this technology is considered far reaching and it could bedeveloped further if at this stage it is desirable to do so. Certain further uses of the technologyare also:

At petrol stations to prevent anyone using the phone, which is very dangerous and

this may even become a mandatory requirement for all petrol stations.

In Aeroplanes and Hospitals where such technology can interfere with vital

equipment. This again could become a mandatory requirement at these venues.

Restricting the driver of a vehicle from using a mobile phone while driving. He or she

would only be able to use the mobile phone with a free hands kit.

It is anticipated that with the NMN1 and NMN2 technology we will also have after 5 yearsa range of other innovative solutions and ventures designed to promote the company andcreate new innovative technology ------- to provide disruption free environment------for which we hope Hushed becomes synonymous for.

The These ideas mentioned above will could all generate further revenue and profit forthe company even if no other strategic direction is taken. However the company is

strongly committed to the business plan in the initial 5 years after the launch of the newtechnology and any decisions after this period are to be considered by the directors atthat time. The potential for growth is still exceptionally high even at this stage however

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and this in no way effects the long term profitability of the company. The approach is dueonly to the principles preferences at this point and the long term company goals areconsidered to be fluid. It may be that the company switches to licensing as opposed tooutsourcing the production however this is to be considered after the five year stage asthe company has been designed to be fluid and adaptable to the prevailing conditions.

Human Resource Approach to the business.

Hushed technologies will be employing initially only the principles outlined on below and nodirect staff hiring has been deemed necessary. The company will subcontract and outsourcethe installation of the technology to reputable agencies. This will minimise fixed cost andresource costs to the company. The salaries of the principles have been identified in theaccounting section. All relevant tax, national insurance and dividend implications are alsoconsidered in this section.

Where is the sales force

Manufacturing is also outsourced to minimise the over head and capital investment required

at this stage. It is planned that this will be the long term approach as long as it remainsprofitable to do so. The technology and rights to this technology will be held by Hushed, It isnot expected that there will be any new workers in these areas at this stage. However as thebusiness grows certain administrative tasks may require the hiring of some staff to organiseand administer company dealings as sales and ordering become more complex. A projectionafter the first year of this based on four part time administrative assistants has been identifiedin the finance.

Organisational Structure

The roles of the directors is shown below:

Legal Business Status

Hushed is a limited liability company (abbreviated L.L.C. or LLC) which offers

limited liability to its owners. It is a hybrid business entity having characteristics of

both a corporation and a partnership. It is therefore more flexible, the owners have

limited liability for the actions and debts of the company. The primary corporate

characteristic is limited liability while the primary partnership characteristic is the

availability of pass-through income taxation.

Hushed also plans to expand in the year 2010, by inviting the general public to invest

in its operations. We plan to use the additional capital generated through this process

in order to further invest in research and development projects.

Mobile Phone Industry overview and market need

7

TaniaCEO

AbidMarketing

ZeinHuman

Resources

Kavitha

Supply Chain

SamFinance

ParkOperation &Technology


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Mobile phone usage is still increasing all over the World. It is predicted that by 2009 there willbe more than 3 billion mobile phone users all around the globe (Mobile Herald 2006).Additionally, it is predicted that 79% of households in the UK would have a mobile phone bynext year (Statistics UK, 2007). Interestingly, the UK holds the 6th place of household owninga mobile phone (Mobile Herald, 2006).

Mobile phone usage has increased in recent years, and has become an integral part ofpeoples life style. The majority of adults in the UK now have a mobile phone. There are 45million adults in the UK, and there are 70 million mobile SIM cards, therefore, on average,each adult in the UK has 1.5 mobile phone each (Guardian, 2007).

These developments and increases in the mobile phone usage and proliferation will inevitablylead to a greater level of disruption which will further the business viability of Hushed and theNMN product.

In some public places such as classrooms, seminars, cinemas, theatres and meeting roomsthe ring tone of mobile phones is typically unacceptable due to the fact that this causesinterruption and disruption in these areas.

Nevertheless, people who attend these public places, for one reason or another, still forget toswitch off their mobile phones or put them on silent, consequently the ring tone of the mobilephone still disrupts meetings or events.

Each public place where mobiles need to be switch off has its own way to let people knowabout their own policy and view on ringing phones, for example O2 has launched cinemaadvertisements reminding people to turn off mobile phones before the movie starts. Hushedcould provide a solution to such an issue and unlike the advertisement people would not havethe option of forgetting to switch their phone to silent.

Another example is universities where sometimes the lecturers have to remind students toswitch off mobile phones however many students still forget. Simply requesting to switch

phones off or to silent is not an effective way to make students switch off mobile phones.Hushed is the answer to this issue.

We can write the above in two lines, also its mobile phone industry overview not the problemwe are resolving, Industry overview should include competitors in the industry, new threats oropportunities

There is a dilemma on the usage of mobile phones in the various regions of the worldresulting in different cross-cultural perceptions on the use of mobile phones. According toScott Campbell, who has studied the use of mobile phones in public areas there are multi-national trends in how people think about and use their mobile phones. In other words, theattitude and use of mobile phones differs in each country and depends on cultural aspects. Inaddition, he believed that the social acceptability of mobile phones usage is relatively fixed,

for example it is far more acceptable to use mobile phones in the street than in the middle of aseminar. However, it also depends on the country and culture, for example in the UK it is lessacceptable the usage of mobile phone in cinemas than in Taiwan, where it is far moreacceptable. As a result the use of mobile phones strongly depends on cultural attitudes andon the social etiquette in each country. However, higher ratings of unacceptability might notnecessarily translate into less use of such devices (Campbell, 2006).

This will have a strong impact on how we target and position our technology in forign marketsas needs and attitudes differ from region to region.

Another point of view is by Tommy McCabe (2006), who is the director of the Irish CellularIndustry Association. He believes that the use of mobile phones in public places (such asclassrooms, cinemas, libraries) is only a behavioral issue and the only way to cope with it is

through education. However mobiles phones have been around for many years and to

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attempt to change behaviour through education would almost certainly be a prolonged,expensive and ineffective approach to a current problem.

Pest should also complement the industry overview

Market Research

Market research was conducted in order to collect relevant data to understand the customerneeds and asses the market potential for Hushed. The market research process consistedof four steps:

1) Identifying the problem: The core problem is to avoid the ring tone of mobile phones inuniversities in an automatic way without blocking the signal of mobile phones. Research wasconducted through questionnaires in which students and lecturers feedback was collected.

2)Conducting research into identifying potential customers and the target market.

3) Collecting and analysing the data: The collection of data was through primary due tobudgetary constraints. Secondary research was not felt necessary due to the strongtrends displayed in the primary research.

4) Interpreting and reporting the findings: The findings are explained below.

Primary ResearchDue to the fact that hushed will be launched in the UK and in order to find out peoplesperception of the use of mobile phones in universities, we conducted primary research usingquestionnaires.

A survey questionnaire with a total sample of 174 people was distributed in educationalinstitutions (Appendix 1). The objective of the questionnaire was to help us to understand themarket need as well as the market potential for Hushed.

Its mentioned below that 200 questionnaire were given out

Results of Primary ResearchThe primary research consisted of 200 questionnaires in total (see Appendix 1), from whichwe received the response of 174 people. The surveys were distributed in 3 differentuniversities in the North of the UK (Leeds University, York St John University and theUniversity of York). The 174 sample size survey consisted of 59% of men and 41% of women.Most of the respondents were part of the academic institution and consisted of 66% students,16% lecturers, 28% school staff and 4% other. Additionally, an overwhelming majority of therespondents, 98% have a mobile phone, whilst just 2% of the respondents did not have amobile phone. In conclusion, the survey identified that 7% of the people forget to switch offtheir mobile phones and 15% forgets occasionally. Therefore, 22% have the probability thattheir mobile phones will ring during lecture or seminars as illustrated in Figure 1.1.

In addition the survey also asked the acceptability of the product hushed which will put theirmobile phones on silent automatically. For this question, 84% respondents cited a positiveview about the idea of hushed (see figure 1.2)

What was the most defining outcome from the research, always mention information that isrelevant to us.

Figure 1.1 illustrates the responses of the people, when asked about the frequency offorgetting to switch off their mobile phones. The results revealed that just 35% of therespondent cited that they had never forgotten to switch off their mobile phones, whilst 15% ofthe respondents cited that they always or most of the time forget to switch off the mobilephones.

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How often do you forget to switch off your mobile phone?

8%7%

15%

35%

35% Always

Most of the time

Sometimes

Seldom

Never

Figure 1.1 Frequency of forgetting to switch off mobile phones

The graph below (Figure 1.2) highlights the reasons of the responses to a key question of thesurvey. The survey asked people about their opinion towards Hushed a new technology

which will put their mobile phones on silent automatically. The majority of respondents 84%cited a positive view about the idea of hushed, 9% of the respondent were unsure about theiranswer, and just 7% disagree with the idea of Hushed.

If there were a method of putting a mobile phone on silent

automatically during the lecture/tutorial/seminar/meetings

would you support the acquisition of such technology in your

institution

51%

33%

9%7%

Definitely

Yes

Not sure

No

Figure 1.2 Opinion about hushed

Figure 1.3 illustrates the response to the question of the importance of other people switchingoff mobile phones when they are in the middle of a lecture, meeting, seminar or class. Themajority of respondents believed that it is extremely or very important to switch off mobilephones, whilst just 6% of the respondent disagreed.

How important is it for you that other people switch off (or turn

to silent) their mobile phones when you are attending a

lecture/tutorial/seminar/meeting?

50%

32%

12%

4%

2%

Extremely important

Very Important

Somewhat important

Not very important

Not at all important

Figure 1.3 Importance of non interruptions of mobile phones

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Competitors Analysis

There is no close competitor to Hushed due to the fact that there is not an identical product inthe market. However, there are some distant competitors. The main difference is that thedistant competitors such as Jammers and Flight Mode block the signal of the mobilephones whilst Hushed put mobile phones on silent mode.

The distant competitors could be in some way alternative products but not substitutesproducts of Hushed, due to the fact that Hushed does not block the signal of the mobilesphones.

The Jammers are devices that inhibit the transmission of the signal of mobiles phones.Nevertheless,Jammers are illegal to use in the UK, but legal to own. Therefore, it can not bea product competitor in the UK. However, it is important to have knowledge about Jammersfor the entrance to foreign markets in the future.

Another product competitor is the Airplane Mode. Nowadays, this feature is integrated inmost new mobile phones and allows using the basic operations of the mobile phone such asdatebook, music player, games, video player, camera, etc while the transmitting signal is

switched off. The main objective of the airplane mode is to avoid blocking the signal wherethe phone is not permitted for example in airplanes, banks, petrol stations, etc.

Nevertheless, this feature has had a lot of controversy in flights in the last years, for thereason that most of the airlines do not have an official standards for such feature on mobilephones and as a result the airline or flight attendant ask on-board customers just to switch offphones, no matter what explanation customer gives, however it depend on the airline and itspolicies.

As a result, we can conclude concluded, that neither of the alternative distant competitorproducts that are our distant competitors of hushed have the same main objective of hushed;that is simply to put the silence the ring tone of mobile phones on silent mode, in order to geta disruption free environment while allowing the transmission of the signal.

The following chart shows the steps in analysing competitors

Selecting which competitor to attack or avoid

ammers are ille al in UKAir flight mode: Different objective th

Assessing CompetitorsObjective: To block the transmission of signal ofmobile phones

Illegal to use in the UK, but legal to own

Usage in other countries: In hospitals, libraries, jails

Objective: To switch off the transmission of signal of mobilphones

Allowing users to use basic operations of mobile phones sas: music player, games.

Integrated in most of the new mobile phones in the mark

Identifying Companys competitors

Jammers Air flight Mode

(Kotler, et al 2008, Competitive Analysis)

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A PEST and SWOT analysis was also conducted to identify relevant issues to the business,the details of which are below.

PEST Analysis

POLITICAL

Tax policy Rates and Incentives

Environmental Regulations

Employment Laws

Trade Restrictions and Tariffs

Political Stability

European/international legislation

Regulatory bodies and processes

Government policies

International pressure groups

ECONOMIC

Economic Stability and Growth

Interest Rates, Exchange Rates

Current Market Situation

Long term Economic Prospects

Overseas economies and trends

Customer/end-user drivers

Interest and exchange rates

International trade/monetary issues

SOCIAL

Effects on Health

Career Attitudes

Safety and Security

Customer Acceptance and Usage.

Media views

Brand, company, technology image

Major events and in fluences

Advertising and publicity

TECHNOLOGICAL

Research and Development Costs

Automation, Installation and Maintenance

Rate of Technological Change and Innovation.

Associated/dependent technologies

Replacement technology/solutions

Information and communications

Technology access, licen sing, patentsIntellectual property issues

Global communications

PEST

SWOT Analysis

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STRENGTHS

Creation of a technological revolution in Mobiletelephony markets.

One time setup costs.

Ease of installation and maintenance.

Product can be highly differentiated as compared toothers.

Strong and experienced management team, from adiverse set of cultures and backgrounds.

WEAKNESSES

New technology

New and untapped market

Technology may get outdated sooner than we expect.

Acquisition of a new patent

OPPORTUNITIES

Large target market size.

Option of developing the market starting from a nascentstage.

Gaining acceptance and educating customers about thenew product.

THREATS

Acceptance of the product and technology.

Fast expansion that may lead to quick burnouts and fproduct burnout.

High set-up and maintenance costs.

Annual licensing fees costs

Governmental Rules and Regulations that may affectmarketability

SWOT

Pest analysis seems like a definition of PEST .. like what should be included in

the pest. Please include factors that are relevant to our product.

In SWOT analysis, we do not have high setup and maintenance cost.. this is our

strength.

Marketing Strategy

Market Segmentation

The markets that we are looking to focus on are places where the ringing of mobile phones isconsidered to be disruptive to the audience and at the present time they do not have asuccessful system to stop the ringing of mobile phones. In addition, Consequently, there is astrong potential market for our product Hushed:

Universities, colleges and secondary schools.

Cinemas. There are about 775 cinemas in the United Kingdom with a total of 3,607screen overall. The number of cinemas has been growing in the last decade by 50%and is expected to grow further. In 2007, 3.5 million people visited the cinema weekly(Pearl and Dean, 2007).

Libraries (including both public and academic libraries) There are more than 4,500public libraries in the UK and about 6 national libraries. (LISU, 2007)

However, in the first stage of hushed (1st and 2nd year) we will focus on universities primarily,

therefore universities will be our primary target market for 1

st

and 2

nd

year. After the secondyear, we will expand the offer of hushed to cinemas and libraries. However it is important to

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mention that some libraries may be included at the first stage for the reason that someuniversities will require the installation of hushed within their own libraries.

Targeting the Market

The collection of secondary data was through reliable internet sources such as:directgov.ac.uk, the Higher Education Funding Council for England, etcA secondary research was made in order to segment the market, and subsequently to defineour target market. The target market for the first year will be all the universities of the UK. Forthe reason that the universities are the most well funded institutions.We used both a psychographic and geographic segmentation.Psychographic segmentation helps us to identify the personal characteristics of the people(through the questionnaire) while geographic segmentation help us to divide our market intodifferent geographic units within the UK.

The above should be moved to under segmentation... the above talks about the factors ofsegmentation rather than what are we targeting. We should not repeat things in every section.

Talk about segmentation factors above and then who we targeting should be under targetingthe market

The following chart shows the steps that we followed in the market segmentation, targetingand positioning

VALUE FOR TARGETEDCUSTOMERS

-High quality product

-Excellence customer service

POSITIONING

Disruption freeEnvironment

DIFFERENTIATION

No mobile phoneinterruptions withoutblocking the signal

TARGETING

Universities (1st & 2nd

year)

Cinemas andLibraries (from year

3rd to 5th)

SEGMENTATION

Cinemas

Educational institutions

Workplaces

Libraries

(Kotler, et al, 2008 Steps in Market Segmentation, targeting and positioning)

Brand Strategy (brand key)

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Nowada s

Br

Marketing Mix

Market positioning

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WARRANTY

12 months

DELIVERY ANDCREDIT

No credit Delivery within

10 working days

AFTER SALESERVICE

Annual licensefee 1000

INSTALLATION

Outsourced

Responsible for

Installation Maintenance

BRANDNAME

Hushed

FEATURES

Technologyusing base

stations

STYLING AND

PACKAGINGModern , smallbase station .

QUALITY

High qualitybase stationsand software

design

CORE BENEFIT:Silence the mobilephones withoutblocking signals

Three Levels of Products for Hushed

(Kotler, et al, 2008, Three Levels of Products)

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Promotional StrategyThe companys objective is to deliver 20% penetration in the Universities in the first year and50% in the second year. Simultaneously, the company will be spending on other targetmarkets of libraries, cinemas, and workplaces from year 2.

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Public Relations:

Launch event- Presentations, Drinks, Dinner and lots of chatting away..all about theHushed revolution!!!

Word of mouth: Our greatest promotional toolour existing customers. We wantour customers to be awed and impressed by Hushed. We want them to fall in lovewith how Hushed can make life easier for them. And we will make sure that we doeverything that we can, to make our prospective customers and everyone else fall inlove with the Hushed technology.

Point of Sale:

The company will have customer service lines available from 9am to 5pm (Monday to

Friday) for both our existing as well as new customers. Set up an office for the business at the start-up stage and expand the same by using

franchising as a medium of sale and setting up of the technology.

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Corporate Logo

H

Operational Overview.

The Hushed technology will operate through the use of a base station.

This Base station will transmit a signal to mobile phones so that the silent

mode is automatically activated upon entering a hushed zone. The base

station These base stations will be positioned in the halls and rooms that

require a hushed zone to be created. There are two types of varying base

stations depending on the size of the zone to be covered. The base

stations will be linked to a central control point for example the computer

centre (ISS at Leeds University) where they can be switched on or off for 3

main reasons:

1. Safety Reasons: Should the base station begin to interfere with

any other equipment or not function safely it can be switched off

and the central controller made aware of any faults.

2. It allows control so that if the room is not required to be Hushed

it can be turn off and the room normal so that phones can ring.3. In order to promote energy saving the base stations will be

controlled so that they do not consume excess energy. This will

ensure that Hushed as a company keeps an environmentally

friendly approach and keeps costs down for our customers.

Using so that in all the sentences..

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From a design point of view it does not take a long time to

materialize this technology as the basic hardware components are

already available and small changes to the software are all that will

be required and this is the greatest change factor. (very long

sentence, and what does it say) In terms of producing units for sale

and installation it will be relatively inexpensive to produce and install

as compared to other methods of producing the required

technology.

Operational Policy

1) Operating time scale of hushed technology

Based on our research we can conclude that the production will berelatively quick, taking a week to produce a batch of 100 units. (whyrelatively quick, need positive writing and specific, like it will take 5working days to produce 100 base stations). It will take 2 days to instal40 locations in one University. Once we have a the required number ofbase stations we can then assum it will take approximately 2 days toinstall in 1 university (depending on the size of the university). We willgive the responsibilities for control the system to the facilities which areusing this technology. In the case of universities, they might have theirown control centre such as ISS of Leeds University so that they cancontrol this system directly at any time. For this reason, they may wellbe able to deal with some emergent situations such as fire andcollapses of the building. It could be flexible.

2) Service Segmentation

As previously mentioned There are two types of base stations basedon the room size to be covered. The signal coverage should bemeasured and the appropriate base station installed. The distances

covered are:Base station 1 : suitable for rooms of size 2500 sq ft

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Base station 2 : suitable for rooms of size 1500 sq ft

For rooms larger than 2500sq ft we can use multiple base stations.

Role of Operations in the Company and Approach to Facilities andEquipment Management.

Operations are very important and the following key factors of the operationallaunch have been identified that will enable Hushed to function efficiently andcost effectively.

Production of Base station (included with Hushed technology will beoutsourced to third party Contact Base station suppliers to arrangeproduction and outsourcing contracts for the desired hardware and

software products. In addition, installation and maintenance Arrange a contract with the

installation and maintenance teams which will be outsourced also. Thiswill enable us to cover the whole of the UK effectively without drivingcosts higher and is in line with our HR strategy outlined previously.

Form alliances/joint ventures with the base station companies andmobile phone manufacturers to enable us to further develop ourtechnology from year 3 onwards. Our intension as outlined in ourstrategy is to look at forming alliances to bring innovation to the marketat a faster pace. We intend to make the mobile phone silencing muchmore interactive, for example being able to pre select the profile of the

phone or setting up warning of hushed zone entrance on the phone.

First of all the engineers would check the frequency range of the base stationin the locations where the technology will be installed. According to the resultsof the test, the base stations would will be located in the lecture room so thateveryone is equal distance from the base station. By placing the base stationcentrally, as seen below left, it will we believe that we can most efficientlycover in the room. For rooms larger than 2500 sq ft we will require more thanone base station, as shown in the picture below (right).

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R ooms of size 1 500 sq f t & 2 500 sq ft Rooms of size more than 2500 sq ft

We should include the picture of seminar rooms as the YBLT is bigger thanseminar rooms. The above two rooms YBLT and G131 are equal size.

For the first year, we will work to install base stations in required teachingareas of the Universities that are receiving the NMN1 product. Currently wedo not have our own R&D centre due to the fact that we work with basestation suppliers to develop the technology and we have outsourced thevarious parts of the production function.

We are what we are because of our R&D.. we already have an R&D.

The company has developed its software technology that transmits signals toturn the mobile phone turn into silent mode. Every year the company willinvest considerable amount into its R&D depending on the type andcomplexity of the required new technology for new innovation.

In the third year, the company will consider creating an in house R&D centredepending on the type and complexity of the required new technology and theexpansion of the business.

4) Customers are provided with this technology (fitted and operational) sothat they can switch on the base stations to silence the mobile phonesentering the hushed area automatically to silent. People entering thehushed area will be warned by signs (for example outside the lecturetheatre entrance) informing them they will not have a ring tone within thedesignated area.

Please include what is our transformed and transforming resources

The company will manage order taking through telephone and internet. Thesales team will forward the sales order to the outsourced third party throughnetworked / linked system that will transmit order to the production site (third

party). The selected third party is geared with the CRM system to catercomplain and routine maintenance.

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The company has also developed a website for product information, onlineorders and customer service in addition to telephone services.

In summary, Hushed will not require any manufacturing or installationequipment as the outsourcing firms will cover this as part of the productioncontract. The main equipment that will be required will be an internet site that

contains testimonials and recommendations with full product and servicedetails. There will be also an order taking system and telephone, internet andfax subscriptions which are covered in the cost assumptions and have beentaken into account. Two computers have also been included to help themanagement team manage the business and maintain ongoing strategicrelationship with suppliers and installers.

Order taking? Customer services ?

Business location

The head office is based in Leeds.As the The business is primarily based on outsourcing, therefore, and nooperations will be taken at the business location. The location will have itscore management team that will be responsible for marketing, sales, financesand monitoring of third party. The company will have two different outsourcedthird parties, one for production and the other for installation andmaintenance. Therefore, the company will be cost effective in terms ofwarehousing, operations costs. need to be taken into account, due to the factthat the suppliers give all parts direct to the installers, the main businesspremises and in turn the location are to be set in Leeds. The head office willbe purely an operation and a management centre and will be one of the

principles homes. Leeds has been chosen as the location due to its ease ofaccess (for both main motorway networks the M1 and M62 and two hours onthe central line to London) and as it is a central location in the North ofEngland, Leeds has a strong reputation as an emerging business area and itis a significantly cheaper operating centre than a London based operatingcentre.

Location has nothing to do with operations.

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Sourcing Strategy

Due to the large nature of the outsourcing of production Hushed is notrequired to directly source any materials. Instead we consider the role of ouroutsourcing agents and the strategy and overview of an approach tooutsourcing strategy below

What is large nature of the outsourcing

Outsourcing Strategy

Hushed has taken the decision to outsource all production and alsoinstallation in order to keep costs low and flexibility high (as we can alter thenumber of staff required according to demand without commitment toemployment).

We have nothing to do with staff requirement.. its outsourced agency headach

In order to maintain reliable supplies it was decided that the outsourcingcontracts would be given to a minimum of two companies (for production andinstallation) as this would ensure a lower level of dependence on the

outsourced suppliers and installers. This would also give Hushed a greaterlevel of control as the suppliers will be aware that their contract may bemoved or altered. Another benefit of having more than one outsourcedcompany contracted is that the companies must have competitive pricing asrivals will be eager to increase there percentage of the contract. On the otherhand it is difficult to share new technology because of the security betweensuppliers.

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Suppliers Customers

Purchasing and supply management Physical distribution management

Materials management

Inventory management procedures

As there is not any physical stock being dealt with by Hushed there is no needto have inventory management procedures. This has been covered by theoutsourced suppliers with the set costs already included.

Technological Process Overview

Figure 1. Registration

The base station will signal to any mobile phone within the specifiedzone. In the case of universities as you walk into the lecture theatre thephone will receive the signal to switch to silent and will do so immediately.The detailed process in outlined in Figure 1 above.

Expected Product Cost

25

Base station

Suppliers Theoperation(Hushed)

Universities

Suppliers for

Installation

Cinemas

Public Library


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- Base station (installing)

According to the room size, two types of base station which are rooms ofsize 1500 sq ft and 1500 sq ft are installed. The purchase price andinstallation cost of the base station for the room of size 2500sq ft are355and80 while the purchase price and installation cost of the base station for

the room of size 1500sq ft are 285 and64. Moreover we chargeconsumers500 and400 for providing a base station and100 and80for installation for rooms of size 2500 sq ft and 1500 sq ft respectively.

25 Universities x 40 Rooms = 1000 Rooms

(18 rooms of size 2500 sq ft)

(22 rooms of size 1500 sq ft)

Base

stations()Rooms

Cost per

unit

Installation

cost

Total

Cost

Price

per unit

Installation

Income

Total

Income18 Rooms of

size 2500 sq ft450 355 80 195,750 500 100 270,000

22 Rooms ofsize 1500 sq ft

550 285 64 191,950 400 80 264,000

Total 1,000 640 144 387,700 900 180 534,000

Expected Cost and Income for operation

0

100,000

200,000

300,000

400,000

500,000

600,000

Total Cost Total Income

Room size

Pounds

(

)

18 Rooms of size 2500 sq ft

22 Rooms of size 1500 sq ft

Total

Quality control procedures

Although Hushed is not manufacturing the products it intends to sell and hasno responsibility for quality control, it was felt prudent to ensure that someprocedures with regards to quality control were in place. The primaryreasoning for doing this when there is no apparent need is that Hushed will beplacing its brand reputation and also company reputation at risk if it does notensure that the products it sells are of the highest quality (as this is how thebrand has been positioned). The strategy to do this is to build a condition intothe contract which states that outsourced contractors will be subject to a 10%

penalty if a greater than 2% product fault level is observed in the first 12months (the guarantee period) from the product launch. However If the

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companies achieve the target quality level, we will provide them with a bonusof 10%.

Planning and Control

Customer service procedures

Companies that have the outsourcing contracts are responsible for themaintenance and service of all equipment (under contract). In order tomaintain an external (to the contractors) measure of customer satisfaction andadequate performance regular reviews and feedback from customers will besought. This will be the responsibility of the management group and theresults will be fed back to the installers and manufacturers in order to improvethe process and performance of all linked companies.

RISK ANALYSIS

RISKS FACTORS:

Planning andcontrol

The activitieswhich reconcilesupply anddemand

Demand forproducts andservices

Theoperation customers

Supply ofproducts andservices

Theoperation resources

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OTHERS:

The Porters Five Forces Model

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Our Risk Management Strategies:

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Financial Plan Overview

Our financial plan consists of certain assumptions and estimates which arementioned below:

Assumptions:

All sales are on a cash basis.

All payments to the suppliers and contractors are on cash basis.

Each university will have, on average, 22 rooms of under 1500 sq. ft.

and 18 rooms in the range of 1500 sq. ft. and 2500 sq. ft.

Expansion Plans and Strategies

To cover 20% of the universities in UK in the first year, i.e. 25 out of

123.

To capture 85% of the universities by the end of year 2.

To enter international markets in year three.

In year 3 we are planning to diversify the target base within UK, i.e.

apart from universities other institutions like fuel stations and hospitals

are to be covered.

Tax & Other Liabilities

Corporate tax at 21% per annum rate.

National Insurance at 10% per annum of each principals yearly

income.

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ReferencesCampbell, S. W. (2007) Perceptions of Mobile Phone Use in Public Settings:A Cross-Cultural Comparison, International Journal of Communication Vol.1 pp:738-757

Direct gov (2008) Available at:http://www.direct.gov.uk/en/EducationAndLearning/UniversityAndHigherEducation/DecidingWhereToStudy/DG_4017763

Guardian (2007) available at:http://www.guardian.co.uk/technology/blog/2007/sep/14/nowwehave14mobilephonese

LISU (2007) Available at: http://www.lboro.ac.uk/departments/dils/lisu/lampost.html

Maps (2008) Available at: http://bursarymap.direct.gov.uk/

Mobile Herald (2006), Available at: http://www.mobileherald.com/2006-mobile-phone-statistics-and-projections/

Pearl and Dean (2007) Available at: http://business.pearlanddean.com/faq.html#22

Slack, N. (2007)) Operations Management, 5th edition Pitman Publishing

Statistics gov (2008)http://www.statistics.gov.uk/cci/nugget.asp?id=1710

Netkrom, (2007) Available at: http://www.netkrom.com

The Resister (2006) Available at:http://www.theregister.co.uk/2006/08/16/cinema_mobile_block_rejected/

UCAS (2007), Available at: http://www.ucas.com/instit/index.html

APPENDICES

APPENDIX 1

This questionnaire was developed by MBA students from the University of Leeds in order to

find out your opinion on mobile phone usage in places such as classrooms, libraries, meeting

rooms, etc.

1) Gender:

31
http://www.direct.gov.uk/en/EducationAndLearning/UniversityAndHigherEducation/DecidingWhereToStudy/DG_4017763http://www.direct.gov.uk/en/EducationAndLearning/UniversityAndHigherEducation/DecidingWhereToStudy/DG_4017763http://www.guardian.co.uk/technology/blog/2007/sep/14/nowwehave14mobilephonesehttp://www.lboro.ac.uk/departments/dils/lisu/lampost.htmlhttp://bursarymap.direct.gov.uk/http://www.mobileherald.com/2006-mobile-phone-statistics-and-projections/http://www.mobileherald.com/2006-mobile-phone-statistics-and-projections/http://business.pearlanddean.com/faq.html#22http://www.statistics.gov.uk/cci/nugget.asp?id=1710http://www.statistics.gov.uk/cci/nugget.asp?id=1710http://www.theregister.co.uk/2006/08/16/cinema_mobile_block_rejected/http://www.ucas.com/instit/index.htmlhttp://www.direct.gov.uk/en/EducationAndLearning/UniversityAndHigherEducation/DecidingWhereToStudy/DG_4017763http://www.direct.gov.uk/en/EducationAndLearning/UniversityAndHigherEducation/DecidingWhereToStudy/DG_4017763http://www.guardian.co.uk/technology/blog/2007/sep/14/nowwehave14mobilephonesehttp://www.lboro.ac.uk/departments/dils/lisu/lampost.htmlhttp://bursarymap.direct.gov.uk/http://www.mobileherald.com/2006-mobile-phone-statistics-and-projections/http://www.mobileherald.com/2006-mobile-phone-statistics-and-projections/http://business.pearlanddean.com/faq.html#22http://www.statistics.gov.uk/cci/nugget.asp?id=1710http://www.theregister.co.uk/2006/08/16/cinema_mobile_block_rejected/http://www.ucas.com/instit/index.html


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Male Female

2) Age group:

Under 15 15-25 26-35 36-50 Over 50

4) Profession:

Student School staff Lecturer Other

3) Do you have a mobile phone?

Yes No

4) How often do you forget to switch off your mobile phone (or turn it to silent) when

you are attending a lecture/tutorial/seminar?

Always Most of the time Sometimes Seldom Never

5) How important is it for you that other people switch off (or turn to silent) their

mobile phones when you are attending a lecture/tutorial/seminar/ meeting?

Extremely Very Somewhat Not very Not at all

important important important important important

6) How would you describe when a mobile phone is ringing in the middle of a

lecture/tutorial/seminar?

Offensive

Highly disturbing

Disturbing or distracting

Does not bother me

Neither of them

Any other_________________________________________________________

7) If there were a method of putting a mobile phone on silent automatically during thelecture/tutorial/seminar/meetings would you support the acquisition of such technology

in your institution?

Definitely Yes Not sure No

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APPENDIX IIPatents

There is no same patent but there are some similar patents which are:

1)Method and apparatus for controlling a quiet zone for wireless units

( Inventors : William Westfield (US), Assignee : Cisco Technology, Inc.)( Application Number / date : 20050126838 / 2005.05.11 )

In an IP-based cellular wireless communication system, systems andmethods for spatially controlling cellular phone usage are provided. Entry of acellular phone device into an area of restricted phone access (quiet zone) isdetected and an IP message identifying the phone sent to a central facility. Inone embodiment, an IP message is sent to the phone causing it to changebehavior, for example turning off the volume on the ringer. Alternatively, thecentral facility can process an incoming call for a phone that is determined tobe in a quiet zone to reduce intrusion in the quiet zone; for example, it cansend the call to a phone mailbox or give the caller a busy signal.

2) Automatic working mode switching system for mobile stations

( Inventors : Terasaka, Takao (Japan), Assignee : Yugen Kaisha OFA DesignOffice)

( Application Number / date : 2000129733 / 2000.12.20 )

An automatic mode switching system for mobile stations, using weak radiowaves (5,8) in changing the ringing call-arrival informing mode to the silentcall-arrival informing mode, or in putting the mobile station in a selectedcondition of "transmission-and-reception ceased", "transmission ceased","phone-conversation inhibited", "electric power off" or such like in the phone-conversation inhibited place. It includes first (7) and second (4) control signal

generators positioned on the inside and outside of the entrance (3) of theclosed space (1). Each control signal generator has at least inputting meansfor inputting control conditions according to which the mobile station ispermitted to work, memory means for storing the contents of control condition;and transmitting means for transmitting the control signals representing thecontrol condition. When getting in the closed space the mobile station (6)receives via its antenna the radio wave (5) carrying the control signals fromthe first control signal generator (4) to make the mobile station to switch itsworking mode from the ringing to silent mode, thereby informing the callarrival by means of medium other than sound. When getting out of the closedspace (1) the mobile station receives via its antenna the radio wave carrying

the control signals from the second control signal generator to make themobile station to switch its working mode from the silent to ringing mode,thereby informing the call arrival by means of sound.

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3) Method for controlling a ring tone in mobile communication terminaland apparatus thereof

( Inventors : Jesam, Choi (S.Korea), Assignee : Pantech mobile company.)

( Application Number / date : 10-2004-0099270 / 2004.11.30 )

This invention is related to the bell sound control of mobile phone based on

the amount of noise and movement around the places. In the mobile phone,there is a microchip which can measure the degree of noise and movementso that the mode of the mobile phone could be changed depending on theenvironment of the area. For example, if there is a big noise, the ring tone isgoing to get bigger or be changed to vibration mode in case of more than thestandard. In contrast, if there is a small noise, it is going to be switched tosilent mode.

4) Method for automatically converting the mode of portable terminalaccording to a schedule and position information

( Inventors : Jungbae, Park (S.Korea), Assignee : VK mobile company.)

( Application Number / date : 10-2004-0082216 / 2004.10.14 )

This invention is related to converting the mode of mobile phoneautomatically according to a schedule and position information. Usershave to make their schedule everyday so that the mode of mobilephone can automatically be switched by the schedule. For instance,when I am expecting to go a library and cinema, I do not have to worryabout changing the mode every time if I already set the mode in mymobile phone in advance. In addition, when mobile phones are awareof the places which are like quiet zone such as libraries, restaurantsand cinemas through position information system, the mode isautomatically changed to silent or vibratory mode.

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ABID R. JAFFRINationality: [email protected]

+44 7544626548

EMPLOYMENT HISTORY

Brand Manager, Unilever Foods June 2003- August 2008

Built the brand selection (ice-cream) as the bond for the family.

Delivering on measurable marketing & communication objectives. Regional co-ordination with a global team to develop communication

campaigns and to deliver fantastic range of innovations

Work in liaison with the Trade Category managers to deliver onlaunches and create successful trade promotions

Deliver the objectives with co-ordination with internal & externalagencies; Supply-chain, media planners, and creative agencies todeliver on timelines.

Management of the above task and achieving brand objectives withinthe brand development budget

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mailto:[email protected]:[email protected]


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EDUCATION

(MBA full-time), Leeds University Business School, UKSeptember 08 09

B. Sc, Operations Management, Northern Illinois University (NIU),Illinois, USA August 00 02

GPA 3.50/4.00, Deans list, Spring 2001, Fall 2002Scholarship Recipient at Northern Illinois University: Selection based

on academicexcellence

ACHIVEMENTS

On target in achieving 2008 target 13.8 million litres, 40% marketgrowth.

Increased penetration in non-citadels to deliver 38% growth from newinductions

Successfully launched a regional innovation Ice-cream with Cakecalled Cake Creations. The innovation contributed 32% growth towardsthe brand.

40% reduction in inventory in personal products category for the periodJune04 05.

Played a key role to achieve inventory level target of 10% of NPS at

8.4%. Implemented vendor managed inventory (VMI) to maintain minimuminventory with high flexibility of stocks call offs.

Value award, Living an Enterprise Culture for execution of Lifebuoyshampoo launch before committed dates to beat competition.

SKILLS

Communication Skills

Management & Negotiation Skills

Team Player

Jonghoon ParkNationality: South Korean

[email protected] 980 100

EMPLOYMENT HISTORY

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Assistant Manager July 2002-January 2007SSANGYONG MOTOR COMPANY (http://www.smotor.com)

Department Assigned : Management Strategy Team

In charge of the feasibility study for the new car and the Mid/Long-term Business Plan with analysis based on stability, profitability andliquidity.

Department Assigned : Cost Innovation TeamResponsible for the analysis of profitability and proposed material

cost and a leader of CFT(Cross Functional Team) to reduce thecost of parts.

EDUCATION

(MBA full-time), Leeds University Business School, UKSeptember 08 09

B.A in Business Administration, Dankook University, South Korea.

AWARDS ACHIEVED

voluntary work at an orphanage, asylum and welfare centre for thedisabled (2002-2007)

awarded the third prize in a virtual stock investment contest. (2004)

won the first prize with a DVD industry presentation from abusiness competition. (2005)

achieved competitive prices for newly released cars by a materialcost reduction strategy at the product development stage (2004-2007)

SKILLS

Computer skills

Team Player

Proactive

Good at doing sports

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1KAVITHA IYERNationality: Indian

[email protected]

EMPLOYMENT HISTORYHead of OperationsTrident Trading Corporation, Mumbai (Family business) Dec 2005-August2008

Led 20+ members of the Mumbai division through a restructuring and changemanagement initiative and streamlined operations, resulting in reduction of operating

costs by 19% Managed the development of a new vendor base that increased vendor cells to 1230

from the initial 763 cells.

Created a new division to handle customer queries. Led the 6-member team toinstitute a new system that identified and fixed customer issues before customerbusiness is impacted.

Developed and marketed, a trend-setting, re-usable write-protect inventory bin labelsfor the first time in the market, that increased business segments profit by 227% in ayear.

Coordinated a team of 10 executives to analyze quality issues, identified and fixedthe root cause and generated 17 additional orders from new and demandingcustomers within four months.

Obtained export license for the company and managed foreign exchangetransactions in India.

EDUCATION

Masters in Business Administration

September-2008Leeds University Business School

Master of Commerce (M.Com) - Major: AccountingMay-2006Mumbai University, Mumbai, India

Bachelors in Management Studies (B.M.S.) Double Major: Finance,International Finance May-2002S.I.E.S College of Arts, Science and Commerce, Mumbai University,

Mumbai, India

GPA: High First class with Distinction (Obtained 5

th

rank in college)

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ACHIVEMENTS

GPA: High First class with Distinction (Obtained 5th rank in college) Winner of the Deans award for Highest Grade in Marketing and Management Of Co-

operatives at The South Indian Education Societys College of Arts, Science andCommerce, Mumbai University.

Youngest student in the graduating class of 2002.

SKILLS

Highly artistic and proactive

Leadership experience

SAMBAMURTHY MADETINationality: IndianNationality: Indian

+44 [email protected]

EMPLOYMENT HISTORY

Deputy Manager Retail Liabilities

HDFC BANK Ltd, Baroda, December 2007 Till Date

. Majorly responsible for building and managing a team

Sell saving and current accounts through the team members.

Recruit, Train and Retain the team of executives.

Co-ordinate with the Sales team and Branch / Operations team to ensure timelydispatch of duly filled up application forms sourced by the sales team.

Channel Manager AgencyICICI Lombard General Insurance Company Ltd, Baroda, January 2007 December 2007

Exclusively responsible for creating new channels and agents through whichbusiness can be developed and to service existing channels and agents to retain theexisting business. Major responsibilities included:

Identifying the potential channels / agents who can associate themselves for along term mutually profitable business.

Approaching the potential channels / agents strategically and convincing them toassociate themselves with the company.

Training the activated channels and agents regarding various products ofGeneral Insurance and the underwriting guidelines related to each product.

Providing class room activities for the channels and agents to help them get

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IRDA licenses.

Co-ordinate with the channels / agents and back office & Operations team toensure timely dispatch of policies and cover notes.

EDUCATION

BACHELORS OF SCIENCE (IT), 2003Manipal Academy of Higher Education, Manipal (Long Distance Course)

BACHELORS OF SCIENCE (STATISTICS), 2002M.S.University of Baroda, Baroda

SKILLS

Acknowledged team player

Consistent performer

Communication and interpersonal traits

Zein I ChaudhryZein I Chaudhry

Nationality: BritishNationality: British+44 7862287786

[email protected]

EMPLOYMENT HISTORY

Mortgage ManagerHSBC Bank June 2007 October 2008

Winner of Yorkshire region Mortgage Manager Competition (From a team of over30) (2007)

Currently hold UK record for single week commission for a Mortgage Manager(2008)

Ranked in the top 10 managers in the UK (from a team of over 250) for MortgageManager Competition. (2007).

Shine Mortgage Manager Award (2007)

In this regulated managerial role I was responsible for meeting customersmortgage and related protection needs, including Life products. This includedcross sales of home insurance, referrals for Pensions, and Income Protectionproducts

At my last annual review I was assessed as being at level 2 (behavioral andperformance level above that expected by the company) on a 1-5 rating system.

The role also consisted of managing a team of 4 lead generators and ensuringtheir performance was above target.

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EDUCATION

University of Leeds (UK) 10/2008 09/2009Master of Business Administration, MBA.

University of Leicester (UK) 09/2002 07/2005 Ba. Management (Hons) 2.1(Ranked 12th in the UK by the Independent 2008)

Certificate in Mortgage Advice and Practice (CeMAP) (2008)

Certificate for Financial Advisors CeFA 1, CeFA 2 and CeFA 3 (2008)

Competent Advisor Status (CAS) HSBC (2008)

Queen Elizabeth Grammar School 09/1997 07/2002

ACHIVEMENTS Duke Of Edinburghs Award Silver and Gold Level (1998-2002)

UK Universities 5 A-side championship winner (2005)

Midlands Universities 5 A-side championship runner up (2004)

SKILLS:

Persistent, flexible and innovative approach to the mutually beneficialachievement of business plans with different teams and functions.

Highly articulate, confident and persuasive team-builder, able to motivate andcommunicate to achieve exceptional business performance.

Tania AndradeNationality: MexicanNationality: Mexican

0780 9777 [email protected]

EMPLOYMENT HISTORY

Strategic Accounts Sales Representative

Nike June 2006-March 2007

Retail sales strategies across the Mexican market with the ultimate aim of increasingthe business performance.

Overachievement of sales targets every month.

Successfully developing sales forecast and analysing of product bookings.

Playing a pivotal role in the development of marketing strategies of Nike apparelproducts within department stores (with more than 100 stores all-together)

Working in close conjunction with Product Line Managers of the football division tolaunch a new collection of football garments for the local-Mexican football teams.

Providing management and support to three trainee sales representatives, motivatingand helping to drive them towards the achievement of sales targets.

Development of business reviews and business proposals.

National Account Executive

Calvin Klein Underwear Dec 2003 May 2006

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Actively involved in developing the openings of Calvin Kleins boutiques and outlets.

Traveling extensively to New York to meet the new Calvin Klein fashion tendencies

(fashion weeks).

Coordinating the organisation of catwalks of Calvin Klein Underwear products.

Working in close conjunction with key client representatives to develop marketing

strategies. Expanding new markets to enable improvements in sales and brand positioning.

EDUCATION

Master of Business Administration, MBA.University of Leeds (UK) 10/2008 09/2009M.A. in Leadership and ManagementSep 2007- July 2008York St. John University

B.A. in International TradeAug 1998 - Dec 2002 (Full time)Instituto Tecnologico y de Estudios Superiores de Monterrey (ITESM)

SKILLS Communication skills

Negotiation skills

Problem-solving skills

Reliable team player

Sales Forecast: We have assumed that we will not make any sale during the first month of

Year 1.

By the end of the first year, we hope to make a sale of a total of the following

units.

Base Stations: Sales (Units) Sales (Revenues)

2500 Sq. Feet 550 225000

1500 Sq. Feet 450 45000

Licence Fees:2500 Sq. Feet 550 220000

1500 Sq. Feet 450 55000

Our forecast figures are a representation of the European Markets and the

demand that we hope to create from this market.

Our yearly forecast also gives us a brief idea about the sales that we are

targeting to achieve next year.

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YEARLY SALES FORECAST

YearEndingmm/dd

Year 2

BaseStation 950

Sale price@ unit 500.00

Cat 1TOTAL 4,75,000

LicenceFees 595.00

Sale price@ unit 1,000

LicenceFees 5,95,000

BaseStation 1,200.00

Sale price@ unit 400

Cat 1TOTAL 4,80,000

LicenceFees 452

Sale price

@ unit 1,000LicenceFees 452000

TOTAL 20,02,000.00

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Start Up

Start Up

Start up Expenses

Patenting(Product & Logo) 1000

Stationery & Brochures 500

Insurance 350

Marketing 15000Other 500

Total 17350

Start up Assets

Furniture 500

Property deposit 10000

Deposit with Suppliers 25000

IT 1000

Cash 30000Total 66500

Total Start Up 83850

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Key Financial Indicators

It is evident from the above diagram that as the sales figures rise, there is asignificant rise in costs too. At the same time significant growth in grossmargins can also be witnessed without much rise in operating expenses. So itis profitable to raise the sales.

Assumption: Prices will remain same in spite of competition.

Break Even Analysis

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The following table summarises the break-even analysis.

Break-even Analysis

Average Per-Unit Revenue 445Average Per-Unit Revenues from Installations and license fees 189

Average Per-Unit Variable Cost 389.3

Estimated Monthly Fixed Cost 9700

Break-even 39.6

Break-even = Fixed Cost / (Unit price Variable unit cost)

So Hushed needs to sell 40 base stations a month to break-even. In otherwords the break-even level of sales is 25132.Projected Cash Flows

Since cash flows are the most critical part of any business, here is thegraphical representation of the monthly cash inflows and outflows. Detailedcash flows are attached in the appendix.

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Projected Profit and LossThe detailed Profit and Loss accounts are provided in the appendix. The

graphical representations are given below:

Profit Yearly

Gross Margin Yearly

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Gross Margin Monthly

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Appendix

Cash flows

Month 1 Month 2 Month 3

Initial Capital1000

00OpeningBalance 6450

OpeningBalance 6602

Start-Up

Expenses &Assets 83850

Revenues 0 Revenues2536

0 Revenues 25360

Cost of Sales 0 Cost of Sales1550

8 Cost of Sales 15508

Overheads 3700 Overheads 3700 Overheads 3700

Salaries 6000 Salaries 6000 Salaries 6000

Closing Balance 6450ClosingBalance 6602

ClosingBalance 6754


OpeningBalance 6754

OpeningBalance 6906

OpeningBalance 16910

Revenues2536

0 Revenues5072

0 Revenues 50720

Cost of Sales1550

8 Cost of Sales3101

6 Cost of Sales 31016

Overheads 3700 Overheads 3700 Overheads 3700Salaries 6000 Salaries 6000 Salaries 6000

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Closing Balance 6906ClosingBalance

16910

ClosingBalance 26914


OpeningBalance

26914

OpeningBalance

36918

OpeningBalance

46922

Revenues5072

0 Revenues5072

0 Revenues7608

0

Cost of Sales3101

6 Cost of Sales3101

6 Cost of Sales4652

4



Closing Balance3691

8ClosingBalance

46922

ClosingBalance

66778


OpeningBalance

66778

OpeningBalance

86634

OpeningBalance

116342

Revenues

7608

0 Revenues

1014

40 Revenues

1014

40

Cost of Sales4652

4 Cost of Sales6203

2 Cost of Sales6203

2



Closing Balance8663

4ClosingBalance

116342

ClosingBalance

146050

Profit and Loss Accounts

Year 1 Year 2

Sales6340

0020020

00

Less:

Cost of Sales3877

0013211

00

Gross Profit

24630

0 680900Gross 38.848 34.010

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Margin % 58 99

Less:OperatingexpensesDeposit with

Suppliers

2500

0

Rent Deposit1000

0 20000

Rent1440

0 40800

NI 7200 10800Telephone, Fax &Internet 3600 7200

Transport 6000 15000Depreciation of

Furniture 100 100Depreciation of IT 200 200

Insurance 350 350Advertising &Marketing

33000 49500

Salaries7200

010800

0Printing &Stationery 500 1000

Patents 1000

Tax 51723 14298922507

3 395939

Net Profit 21227 284961

Projected Balance Sheet

Assets LiabilitiesCurrentAssets

CurrentLiabilities RetainedEarnings

21227

Cash3000

0AccountsReceivables

37877

Non

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CurrentAssets

Furniture 400Property

deposit

1000

0Deposit withSuppliers

25000 Capital

IT 800 Initial Capital8385

0

Patents 1000

TotalAssets

105077

TotalLiabilities

105077

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Region

Universities

Colleges

FurtherEducation

Institutions

TOTAL

Numberofstudents

London 12 29 34 388,740

South East 14 2 4 232,910

South West 8 5 33 155,660

West Midlands 9 3 37 190,700

North West 11 4 43 265,445

North East 5 16 111,925

Yorkshire & Humber 9 3 27 206,130

East Midlands 8 1 19 158,850

East of England 7 2 27 126,445

Wales 12 1 1 N/A

Scotland 14 43 20 271,865

N. Ireland 14 8 18 48,820

Total 123 101 279 503 2,157,490

Region

Universities

Colleges

FurtherEducation

Institutions

TOTAL

Numberofstudents

London 12 29 34 388,740

South East 14 2 4 232,910

South West 8 5 33 155,660

West Midlands 9 3 37 190,700

North West 11 4 43 265,445

North East 5 16 111,925

Yorkshire & Humber 9 3 27 206,130

business plan final version (wip).doc change 5

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