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New Technology Applications
Design & Business Models(NTADBM)
IIM NID joint courseJuly to September 2011
Chetan PatilSiddartha Prasad
Aanchal SoodManasi Agarwal
Group 9
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CONTENTS
1. Objective Of The Report ....3
2. Research
2.1. Overview Of The Mobile Industry...4
2.2 .Trends In Mobile Industry.....8
3. Application
3.1. Introduction To Shopmates10
3.2 Detailed Working11
3.3 User Interface Design....12
4. Business Model4.1 Components..14
4.2 Arena..17
4.3 Ecosystem Needed For The Application.................18
4.4 Complimentary Assets19
4.5 Value Proposition and Differentiators.20
4.6 Marketing Plan And Financials.22
4.7 Business Risk And Future Improvement24
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OBJECTIVE OF THE REPORT
The report aims to provide the Business Model for our applicationShopMatess. A brief overview of the industry is provided first which will
help in understanding the current ecosystem in which we propose to
launch the application. After this we provide the various aspects of our
business model (Marketing Plan, Financial forecasts, Competitive
analysis, Value proposition)
OBJECTIVE OF THE REPORT
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Research: OVERVIEW OF MOBILE INDUSTRY
Hardware providers:
These are the players which provide the handset and all the hardware (chips, handsets,
battery, chargers). E.g. of such player are Samsung, Apple, LG. A mobile phone can be
categorised into following category
Basic Mobile Phone: These phones provide the basic features of calling, messaging,
radio application. Installation and configuring of new software is not feasible. These
are apt for basic needs. E.g. Nokia 1100
Smartphones: These phones are for those who want a single gadget to be fully
loaded so that it can serve any and every purpose - from communication to
computing and from entertainment to productivity. E.g. iPhone, Nokia E-series
PDA Phones: Personal Data Assistant phones are the favourite companion of
business executives. Running on operating systems like MS Mobile Pocket PC and
Palm OS these are offered by HP, PalmOne and the likes. In fact the mobile phone
market has become so demanding, dynamic and competitive that the line that
divides smartphones from PDA phones is fast fading.http://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htm
Software providers:
These players provide the application, operating system and such other software (games,
utilities, browsers) which makes the handset interact with the user.
Mobile industry primarily consists of two types of players:
The structure of the industry is such that lot of
Hardware providers are also software providers.
Essentially if we study the suppliers of industry
heavy weights like Apple we see that there are
similar suppliers for multiple handset makers. For
e.g. Samsung is a major player in the handset
industry and is a supplier of Apple also. Moreover
bulk of the manufacturing happens in locations
like China and Taiwan primarily because of their
cost advantage and their expertise with hardware
development which leads to shorter developmentcycle.
4
http://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htmhttp://www.tolmol.com/bp/mobile-phones/types-of-mobile-phones.htm8/4/2019 NTADBM Group 9 Shopmates
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As a result of the above industry structure we find that the difference
between the hardware capabilities of the handset provided by various
companies is not significantly different (looking at the mobile phone in same
price category). Hence to create a significant differentiator and retain
customers we see that companies along with hardware are also
concentrating on software development to sell their mobile phone. Moreoverthis trend has catapulted the development of an entire ecosystem of
developers and partners, which has directly impacted the convenience and
benefits that a mobile user can get. The trend has been so impact full that
economist view the development of mobile industry as one of the crucial
indicators to economic development.
5
OVERVIEW OF MOBILE INDUSTRY
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Components Remarks Bargaining Power
Supplier
The supplier network consists of both small
players and large players. There are
suppliers for operating system e.g. Google
for Android, Nokia for Symbian. Few
suppliers have their product as opensource
where people can make enhancements e.g.
Android.
Bargaining power is
moderate.
Due to the presence of
multiple players the suppliers
need to keep in mind the
needs of the application
development industry if it
wants the suppliers platform
is adopted. Once the platform
is adopted the power shifts
more.
Substitutes
There is no major threat of substitute to
mobile applications. The closest is a software
application on the web. This in a waycompliments the mobile application.
Bargaining power is low.
Buyers
Buyers range from large customers
(business) to individual customers. Initially
the requirement of the two groups were
viewed differently. The earlier group was
seen to have requirements around the office
assistant and managing their connectivity
with the office. The later was seen as having
the needs around gaming and entertaining.
However as of late the needs of both thegroup are seen to merge.
Buyer power is high. The high
amount of alternatives
available to customers
ensures that companies have
to constantly innovate to
retain customers.
Potential
Entrant
The barriers to the entry are very low in this
industry. in terms of capital requirement,
regulatory framework, technology,
infrastructure needs and human resources
the availability is easy and hassle free
Bargaining power is low.
Industry
competition
Because of the above argument the industry
is very competitive
Bargaining power is low.
Since this report is focussed on providing a business model for software application we
would analyse various components of the mobile application development industry.
6
COMPONENTS OF MOBILE APPLICATION DEVELOPMENT INDUSTRY
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Overview of Mobile Industry
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There are 5.3 billion mobile subscribers (that's 77 percent
of the world population). Growth is led by China and India.
Mobile devices sales rose in 2010, with smartphones showing strongestgrowth. Feature phones sales (let alone ownership) still outnumber
smartphones 4:1. If your mobile strategy doesnt include feature phones,
it doesnt include most of your customers.
http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats
Android is expected to become the
top OS for new smartphones in 2011.
Half a billion people accessed
mobile Internet worldwide in
2009. Usage is expected to double
within five years as mobile
overtakes the PC as the mostpopular way to get on the Web.
Web-enabled handsets - by 2011, over 85 percent of new handsets will be able to access
the mobile Web. In US and W. Europe, it is already surpassed that. Lots of new handsets
support 3G (fast Internet).
Mobile ad spend worldwide is predicted
to be US$3.3 billion in 2011 sky
rocketing to $20.6 billion in 2015,
driven by search ads and local ads. In
the US over half of U.S. mobile ad
spending is local.
71 percent of smartphone users that see
TV, press or online ad, do a mobile search.
Over 300,000 mobile apps have been developed in three years. Apps have beendownloaded 10.9 billion times. But demand for download mobile apps is
expected to peak in 2013
Paying by mobile i.e. m-payments will
be worth US$240 billion in 2011 and
could be over US$1 trillion by 2015.
Research: TRENDS IN THE INDUSTRY
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TAKE AWAY FROM THE ABOVE INDUSTRY TREND
The above statistics reemphasizes the growing importance of smartphone asa media.
The trend predicts the potential dominance of android as the platform of
choice for application development.
Consumers are growing more comfortable with making financial transaction
on the mobile phone.
Consumers are increasingly looking to applications for their convenience
and saving time.
There is a growing potential to earn revenues by way of application
download fees, getting a share in advertising spend by corporate by a
company which comes in mobile application development space.
The above positive trend spreads throughout the world and is not
concentrated in any pocket.
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INTRODUCING
In the reported environment where people are willing to try out new
applications and would stick with the application if they find significant
benefit we propose to launch an application ShopMatess.
Shopping is a necessary exercise in our daily lives. However our dailyshopping might become a wearisome chore on some occasions.
Do you live miles away from the marketplace, stuck without a reliable
transport system?
Do you find that shopping cannot fit into your busy schedule?
Would you consider a more sustainable way to buy your everyday
goods?
ShopMatess is aimed at addressing the above problems. ShopMatess is an
easy community based smart phone application that makes daily
shopping a simple and incentivised process.
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The shopper will notify the buyers within his/her group through the app about his
shopping plan at least 30 minutes before his purchase. The shopper will also have to
enter a to/from destination and the store/area he wants to shop at for himself.
The buyers will have a list of things that need to be bought (which can be continuously
updated) , which they will upload on the application/websites live page.
According to this information in the notification, buyers will send requests to the
shopper to buy them items on their list.
The shopper can choose the people he wants to shop for, and the items within theirlist that he thinks he can manage to transport/buy with ease. This information will
reach the buyers instantaneously.
Money transfer is done physically before the shopping and bill transfer and exchangetransfer also done physically.
Post buy the each shopper and buyer would need to update the amount of hislast transaction. This step would again be mandatory. If the price does not remainwithin correct band then trust parameter would be decreased.
A rating system for each of the people in the group will ensure honesty in transactions.
Buyer can add people to the network. (phone number and social networking site). This
would be in groups like google groups.
The system works on trust within small communities and groups of people; preferably
located in the same geographical location.
Update transaction amount
to ensure trust parameters
DETAILED WORKING
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FLOW CHART FOR THE APPLICATION
USER INTERFACE DESIGN:
DETAILED WORKING
The Product Logo The four main tabs
on the product
home page.
The options provided
on the groups pages
which helps a user
manage his network. A
person can be present
in multiple network.
This UI highlights the
way a user can search
for people to add to hisnetwork from existing
network (gmail,
facebook, phonebook)
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The user can also
view people who are
present on the
network.
The shopping tab
leads to page which
gives a user to act as
a shopper / place
request (offline
/online)/view history.
The shopping page
helps the shopper
specify the time,
destination and which
all networks/users he
want to intimate.
The notification tab on
the home page gives
information about
shopper/buyer activities.
If a user is going to act
as a shopper he can
accept or reject a
request from a buyer.
The list page helps a
user to place order by
specifying the item
name, quantity.
A user can also specify
when he wants to
make the payment.
The user has the option
to save the list he
created and update it
later or send it again.
USER INTERFACE
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COMPETITIVE ANALYSIS:
Competitive analysis of top 10 shopping advertisement: 10 competitors information got
from http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/ :
Current Competitive landscape provides the services provided by existing smartphone
application. This understanding of the competitive landscape also gives us ideas about the
short term and long term areas to which our application can expand to.
ShopMates closet competitor currently would be Community Shopping Guide,
MobiQpons and Coupon Sherpa.
Community Shopping is just a google spread sheet with no significant features and UI
which we plan to develop.
Coupon Sherpa and MobiQpons have the disadvantage that there source of
information about the discounts come from supplier, store owner rather than from
the customers.
In our product we can get information offer which would be more relevant for the
users and more customized as friends would be providing the information.
The above competitive landscape can be broadly categorized into three areas
Applications which provide online shopping
Applications which provide product information
Applications which help in doing physical shopping
Comparison WithOther Product
(Price, Quality)
Product Review
Checking The
Availability OfThe Product At
Stores
DirectionMapping For The
Store
Helps In PhysicalShopping At The
Store
Shopsavy
Shopnearby
Redlase
Amazonsave
Benjis
Compareme
Shopsavy
SaveBenjis
SnapTell Compare
Everywhere
Buzzillions Slifter
ShopNearby
Compare
Everywhere
Holiday Gift
Guide
Point Inside
Slifter
Online Shopping Promotions Pooled Shopping
Socio-economic
Info About
Products (CarbonFootprint, Celerity)
Product
Suggestions
Shop NearbyCoupon Sherpa
Mobiqpons
Community
Shopping Guide
Goodgude Be
Nice To Business
Holiday Gift
Guide
COMPONENTS OF THE BUSINESS MODEL
http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/http://www.dailyfinance.com/2010/10/20/love-to-shop-10-hot-shopping-apps-for-smartphones/8/4/2019 NTADBM Group 9 Shopmates
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Perceptual Map: Helps In Physical Shopping Vs Product Information
Perceptual Map:
Looking at the positioning of the ShopMates with the help of perceptual Map. Two 2
dimensional perceptual maps are drawn (on the following page)
Online shopping vs Product Information
Help in Physical shopping vs Product information
Perceptual Map: Online Shopping vs Product Information
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TAKE AWAY FROM PERCEPTUAL MAP:
These maps gives us the current positioning of ShopMates and also tells
which news areas can it move to. From Perceptual Map 2 we can figure out
that if we can move to 1st quadrant in the long run by providing more
product related information then we would face less competition and
improved range of services.
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Customers
Android Smartphone Users
Busy people Students in hostels
People seeking convenience
The above customer segment is in line with the basic purpose of our application, which is
to provide convenience to people. This is the primary customer segment for us. In long run
we expect that with introduction of more features it might have a rub off effect on our
consumers.
Based on availability of internet everywhere Focus on USA, Japan, Germany, France,India, China (Developed and Developing markets), below, the two tables show the
potential segmentation of the market from ShopMates point of view.
We would target the customers which are shaded. There is a possibility that the 2
customers segment overlap.
Segment 1 of Customer
Segment 2 of Customer
ARENA
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The success of any application is not only dependent on the main product but also is
dependent on the supporting ecosystem which the application/business needs to be
successful. For our application the complimentary assets needed would be:
3rd party payment gateway: In order to enable the user to make payment for registration
and pay the download fee a payment gateway is needed. PayPal is one of the strong
contenders. Appropriate gateway selection would depend on its
Cost of application Ease of integration with our code
Security of the product
Up-gradation and customer service provided
Support on various platform
Mobile Hardware Platform: This is the platform on which ShopMates would run. The
application should support maximum number of Hardware platform in the long run. The
application needs to keep in mind the limitations of hardware whose processing power
although growing rapidly have still got certain limitation. Application constantly needs toupgrade itself to benefit from the increased hardware capabilities and opportunities
provided as a result of this.
Mobile Software platform: Current platform for development for ShopMates would be
Android. Being an open architecture this would help us in rapid development and make
use of other similar code base of other application. In long run we intend to provide our
application both on Android and iPhone.
Store Owner Network/Distribution Channel: Distribution Channel of the application
would majorly be online medium through Android application distribution network andlate iPhone application distribution network.
Server Hosting services: This service should be scalable and flexible.
After sale support: Feature upgrades and bug fixing for the application would be prompt
to meet the evolving user expectation from the application.
ECOSYSTEM NEEDED FOR THIS APPLICATION
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The above Table represents the various complimentary assets which would impact ourbusiness. The long term and short term view on the dependency is also present. Effective
and efficient interaction with these assets is important for successful business.
The business would ensure the rapid development of above ecosystem which would
ensure higher visibility for ShopMates, increased user adoption.
Vehicles:
In short we intend to grow organically. After turning cash positive we would look at alliances which would help us in
growing in shopping space. Our focus would be to build a niche for ourselves in
online and real-time shopping experience.
We would also look at alliances with development firms having expertise in other
platforms and expedite our development process.
Table: Analysis Of Complimentary Assets
ANALYSIS OF COMPLIMENTARY ASSETS
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Value Proposition:
The benefits offered to various stakeholders are mentioned below:
Stakeholders Value Proposition View
Shopper
The shopper gets and incentive and reward points
for providing the service to the user. Furthermore,
if the shopper user credit card to make the
shopping then the reward points are incentive as
well
Long Term, Short Term
Buyer
The shopping is done and delivered closer to him,
saving him a lot of time, energy and transport
money.
Get a chance to network with people.
Get information about latest offers / deals /
discounts /promotions
Long Term, Short Term
Store Owner
Can promote bulk purchases.
Cost effective way of advertisement which
focussed reach.
Have data about buying behaviour pattern of
consumer.
Long Term
Long term view primarily addresses the advantage which will come to the business once
number of subscriber reaches a sustainable level. The network effect and cross network
effect creeps in.
Differentiators:
Only application to promote pooled shopping and provide promotional scheme which
are suggested by friends (high chances of the offer being relevant).
Incentive provided for shopping for others.
Helps to grow your social network.
DIFFERENTIATORS AND VALUE PROPOSITION OF SHOPMATES
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SEQUENCE OF ACTIONS
Subsequent to the launch of ShopMates we intend to grow organically.
Building capabilities in
Application development
Marketing our application
Our main focus would be to grow the adoption rate of our application.
For developing capabilities for :
Generating advertisement revenue: We intend to do it both organically
and becoming part of partner network something like google provides.
Going ahead we intend to launch applications in same domain which makes
shopping ease. After building core competency in shopping arena we might
venture into application development areas which are close to our
competencies.
We aim to turn cash positive before taking the above steps.
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Context Rapidly growing mobile app market
High growth in Android platform user database
3.9%
22.7%
38.5%i.e. 180m
48.8%,
i.e. 310m
Android UserBase
2009 2010 2011 2015
Shopmates
User Base
~0.5% = 1.5m
~20k
Network effects necessary for diversion across other electronic gadgets
MARKETING STRATEGY:
ProductAs mentioned earlier in video
Price
Download from anywhere @ $0.99
Place
Focus on USA, Japan, Germany, France, India, China (Developed and Developing
markets)
Promotion
Initial 10000 downloads with 50% discount as promotional offers
Aggressive advertising through Facebook, Google, App Stores and other mobile
applications such as games, e-papers, RSS feeds etc
Heavy marketing expenses
MARKETING PLAN AND FINANCIALS
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FINANCIALS (Expected Cash Flows, Returns And User Base):
Assumptions:
* the growth of the user base is given the first row. This exponential growth is assumed
keeping in mind that the business would be successful and network effect would come in
picture.
** Revenue assumed is 99 cents per user.
*** Discount is as per mentioned earlier in the business model
Advertisement base grows in proportion to user base
^^ We get 10,30, 100 malls advertising rights in the subsequent years. The numbers are
again kept exponential keeping in mind the network effect has to kick in for the buisness
to be successful
Rate assumed is $100 per mall. This is kept low so that small shopp keepers can also avail
the service.
^^^ The trend in cost is taken keeping in mind financials of GroupON
http://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htm
#The trend in cost is taken keeping in mind financials of GroupON
http://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htmhttp://www.sec.gov/Archives/edgar/data/1490281/000104746911005613/a2203913zs-1.htm8/4/2019 NTADBM Group 9 Shopmates
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BUSINESS RISKS:
There are multiple risks of the business few of them are enlisted below.
Ability to get new customers and retain existing customers. Ability to enter into contracts with the store owners.
Disruptive technology which makes android market share reduces rapidly.
Not able to maintain healthy cash flow which impacts day to day operations.
FUTURE AREA OF IMPROVEMENT:
Other platforms: This application has to be extended to other platforms like
iPhone, BlackBerry, Windows 7.
Analytics: This section could be incorporated, which analyzes the buying behaviour ofconsumers.
Search functionality: Helps to search what other people in the network are doing.
Green points: Carbon footprint calculator is another area which could be looked into.
Other channels of pooling: We can also try pooling online sale something like
GroupOn.