Final Project

Title

Name

Institution

Phase I

Major Competitors of Finn connective

The competitors of Finn Connective are Personetics Technologies, Abel Al, Ruder Finn and Kasisto but later two are the leading ones. Ruder Finn is a technologically oriented company, offering marketing and brand management services to other companies. Its market share, profitability and business services make it worth comparable to Finn Connective (Ruder Finn, 2019). Kasisto, on the other hand, through branding, offers artificially excellent assistant, marketing and business transformation. Its centralized focus on banking sector and huge market share makes it an excellent competitor to Finn Connective (Kasisto, 2019).

How Competitive is this industry?

A wide variety of literature is evident that incorporation of a huge pool of businessmen within this industry undoubtedly makes it competitive industry—making it hard for new comers to withstand such a massive competition. Competition of these industries depends largely on profit because their prices associated with different services vary greatly.

Suppliers in the industry and what types of power do they have?

Technological firms such as virtual provider companies, call centers, printing firms and designers are their first line suppliers of raw materials CITATION Wil17 \l 1033 (Kenton, 2017). However, these suppliers are the powerful determinants of price specifications and their dynamic switching for instance, in branding and marketing, the charges for bulk SMS service, printing, and other services will certainly determine the price charged by these companies.

Whom does your client sell their product or service?

Finn Connective offers its services to corporations encapsulating banks, production firms, retails and other desired clients along with the professional knowledge and skills acting as prerequisite for their professional improvement. However, the buyers have the power to bargain and to switch the cost as well—where they find Finn Connective considerably flexible in nature. It is, therefore, essential to point that Finn Connective is obliged to provide better services to its customers.

The likelihood that customers will switch to a different product or service

The likelihood of customers switching to a different product is close to fraction because most of the services being provided by the company are unique, aimed at providing effective marketing services at favorable prices.

The probability that new competition can emerge in the market and why

In the ongoing and perpetuating era of technological advancements, the likelihood of new comers to join this industry is irrefutably significant. This is because the number of consumers is undergoing rapid and constant expansion, stressing more on the establishment of such industries CITATION Cor15 \l 1033 (Corporate Finance Investment, 2015). Another exciting underlying reason behind new comers to join this industry is the growth, ensuring their success rate imminently.

Phase II

The connective

Five stage of industrial growth model takes active participation in the growth and development of Finn Connective. Number of regular customers determines the success and growth of industry therefore first step will revolve around obtaining a bulk of sincere customers for selling services and adding to the viable business. Generating cash for ensuring industrial survival of the company will be addressed in the second phase. Third step involves excellent decision-making actions based on the contemplatively observed gains, losses and generation of sufficient revenue of company—either business requires expansion or it is better to discard. In the next stage, it will be analyzed how business growth will be financed based on the organizational capacity to generate cash. Resource maturity is the final stage in which the company consolidates and control financial gains for managing rapid growth CITATION Nei83 \l 1033 (Churchill & Lewis, 1983).

The Finn Connective will engage companies ensuring that they are competent, reliable and can be the valued participants in the program—able enough to execute new ideas quickly. For large scale competition, social media campaigns and implementation of cutting-edge technology will be undertaken intelligent utilization. This process will be initiated with targeting super-colossal companies addressing broader demographics—providing competitive edge to Finn Connective.

Prices charged by the companies are striking determinants of business growth and limitation. Prices are determined based on the company position in market (Tabatabaei et. al., 2017). For example company will charge 5% for the services after covering its costs. The reason for the extra 5% charges is to generate cash flow for the continuing business and covering its fixed and variable costs.

To maximize the benefits the company will research how customers value its products and services. After building a customer base within the two years tenure, prices will be increased up to 10%. Penetration strategy will be used to surpass competitors—slightly low prices than other companies. The company will raise price gradually after building its customer base CITATION Ant131 \l 1033 (Sije & Oloko, 2013).

After accomplishing brand loyalty, prices can be raised. Referrals will be displayed on company’s website adding to the reliability and credibility of company essential for targeting large businesses. Thank you gifts and adding referral contests will be used as incentives for the customers.

Phase III

The Connective

The Connective is one of the largest online platforms for community-based business insights. It is elite community of entrepreneurs, subject matter experts and connectors aimed at helping professionals to unlock access to the precious relationship and resources that business people require to build, sustain and grow their business ideas. The Connective has an estimated value of $1 million and it currently having 10 employees and therefore, it is a growing company CITATION The18 \l 1033 (The Connective, 2018). It has partnered with several organizations expand its market growth and offer efficient services to its customers.

Connective website would function as a platform where people connect for sharing ideas about business opportunities (Garett et. al., 2017). The website would have sections, where members can login like most social media platforms—fulfilling the goal of constructing user-friendly interface where people could connect and share ideas about various professional issues and topics. The general design of the website will be simple and interactive intending to create connection and traffic, required for the site to be known.

It is a known fact that the most complex task for the companies is to engage users and to have a followership where most of the companies render unsuccessful in delivering performance.

The company would list all the registered businesses on the website for conductive viewership and ensuring easiness in going through the products and services. Fatemi (2017) suggested that opportunities could also be created through hosting events where bossiness leaders can meet and share. The Connective would, therefore, host digital or online summit, conferences, training or workshop of members and other interested parties for showcasing products and services and creating huge traffic.

Significance of review section is irrefutable for website development (Garett et. al., 2017). Connective would have a review button on its website where customers, members and even visitors can honestly give their opinion regarding company services. Along with the review website, an online survey will be administered and analyzed for further systematic improvements aimed at providing better services to the customers. Payments details for commission will be communicated through website or app. Integration software will be used for linking website with the banking system and financial institution to foster timed payments.

References

Corporate Finance Investment. (2015). Bargaining Power of Buyers. 2-28.https://corporatefinanceinstitute.com/resources/knowledge/strategy/bargaining-power-of-buyers

Churchill, N. C., & Lewis, V. L. (1983). The Five Stages of Small Business Growth. Harvard Business Review. Retrieved from https://hbr.org/1983/05/the-five-stages-of-small-business-growth

Sije, A., & Oloko, M. (2013). Penetration Pricing Strategy And Performance Of Small And Medium Enterprises In Kenya. European Journal of Business and Social Sciences, 2 (9), 114 - 123.

Fatemi, F. (2017). Want to Be Truly Valued? Create Opportunities by Connecting People. 2-15.Retrieved March 29, 2019 from https://www.entrepreneur.com/article/246366 ,

The Connective. (2018). The Connective Profile and Partners. The Connective Profile and Partners , 2-8.

Garett R., Chiu J., Zhang L., & Young D. S. (2017). A Literature Review: Website Design and User Engagement. Online J Commun Media Technol. 2016 Jul; 6(3): 1–14. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4974011/

KAI is the Leading Conversational AI Platform for Banking & Finance (2019). Kasisto. Retrieved from https://kasisto.com/

Tabatabaei S. R. M., Sadjadi S. J., Makui A. (2017). Optimal pricing and marketing planning for deteriorating items. PLoS ONE 12(3): e0172758. Retrieved from https://doi.org/10.1371/journal.pone.0172758

Transformation is our business (2019). Ruder Finn. Retrieved from http://www.ruderfinn.com/

Kenton, W. (2017). Porter's 5 Forces, 2-15. Retrieved March 29, 2019 from https://www.investopedia.com/terms/p/porter.asp ,.