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Identify organisations that develop and foster the processes, practices, and attributes for creativity and innovation.
Compare and contrast new venture creation, using either business model generation or lean start upapproaches.
Explain the implications for organisational strategy when developing a culture of creativity and/or innovation.
Assess the suitability of innovators as agents of change.

Analysis on possible market gap/opportunity

The modern times have seen that the business organizations need to undergo changes in its strategies so that it can help them to be sustainable in the upcoming years. The failure in adopting the strategies within the business may hamper the sustainability of the company and the nature in which the business is being conducted (Dalmasso et al., 2013). The main purpose of this report will be to highlight the usage of an online travel application that will be of great help to the tourists who are visiting to the different parts of Australia. It will also act as a common platform for the tourists to stay connected with each other and see the feedbacks regarding the places they have visited. The application will be known as Travel Switch where the tourists can get all the information regarding the places that they can visit in and around Australia. The application will be very useful for customers who are frequent travellers both nationally and internationally.

The business with respect to tourism has increased two folds due to the increase in the spending capacity of the customers and their willingness to visit new places. This has made a country like Australia very famous due to its breath taking scenic beauties with respect to mountains and beaches. The pristine beaches have have allowed the tourists in enjoying the sunsets in a better manner with a panoramic view of the oceans. Additionally, the advertisements made by Tourism Australia have showcased the spots where tourists can visit to enjoy their holiday in a better way. This has resulted in a huge inflow of tourists in the country all year round (Christensen, Raynor & McDonald, 2015).

The major reason for the tourists to visit the country is that it allows them in exploring new places so that the tourists can feel a greater sense of adventure. The national tourists also visit their relatives and friends who may stay in other parts of the country, which also results in travelling across the country. Another major reason is that many students also get themselves enrolled in the universities so that they can pursue their higher studies to develop a better future. This also results in increasing the chances of travelling to different parts of the country (Bergvali-Kareborn & Howcroft, 2013). Another factor that attracts tourists in the country is the happening of the events such as Adelaide Fringe Festival that is held in February and March, Australian Grand Prix, Rip Curl Pro Surfing, Australian Fashion Week and Darwin Beer Can Regatta. These festivals result in bringing more number of tourists in the country, which leads to travelling to foreign locations (Luna, Ylinen & Salorinne, 2014).

In the modern times, it can be seen that there are numerous complications with respect to the tourists who are travelling to certain destinations in the country. The primary reason being the barrier in the communication power. Since most of the tourists may not understand the English language, the application will help in communicating with the tourists in their dialects. This is a major opportunity for the mobile application to capture the market, as it will help in providing a platform to the tourists in locating the places where they can visit (Pentikousis, Wang & Hu, 2013).

Develop value proposition of the innovative product

The launch of the new application will also be beneficial for the customers as the idea of locating the attractive places will help in communicating with new people as well. The mobile application can be used to connect with other people who have earlier visited the places and take feedbacks of the place so that the tourists can have a better level of experience. This will result in providing a common platform where the tourists can interact with each other and get to know regarding the important places that they need to visit (Luna, 2016).

The idea to launch the mobile application will also help in solving the barrier to communication and give a better experience to the tourist who are visiting the destination for the first time. The feedback that will be given by the travellers will allow the new tourists in getting a better overview regarding the type of environment that they will be visiting so that it can guide them in a proper manner (Gronli et al., 2014). Another value that the application will be providing is that it will help the travellers who belong to different backgrounds to connect with each other so that it can result in making the experience better. The application will be chargeable after the customer has used it for the first 2 months so that they can get a better knowledge regarding the service. However, after the application has been installed by the customers, their bank and personal information will be taken so that after 2 months of use, the account cannot be deleted, which will prevent from misusing the service (Luna & Tsombaljuk, 2013).

The customers who will be installing the application will be able to chat with other travellers so that they can get a better information regarding the place that they are willing to visit. Additionally, the members can be able to create groups so that it can enable them in chatting among themselves based on a common interest. The application will not be disclosing the number of the members to the third parties, which may hamper the secrecy of the members. The application will be created with the help of a social media platform so that it can only serve in the interest of the travellers (Briscoe, 2014).

The application will result in taking in to consideration the various issues that are present with respect to the tourists who travel frequently, as it will be of great use. The application will also be created as a venture capital with other organizations that are into B2B business so that the services can be delivered in the market according to its demands (Luna & Bott, 2015).

Key Partners

The application will be in a partnership with the government and local travel agents. The application will also partner with online portals in taking up the method for paying up for the subscription fees (Chan, 2013).  

Key Activities

The application will be focused mainly towards the tourists so that it can be used in a proper manner.

The application will also act as a social media platform so that members can interact with each other and decrease the gap with the members who are from different countries.  

Value Proposition

The application can be used by the members who belong to different countries and region so that they can get a first-hand knowledge of the place before planning their visit.

The use of the application will result in the rise of brand loyalty after the application is launched in the market.

Customer Relationships

The travelers can interact in a direct manner with the fellow members with the use of the application. The application will be free of cost for the customers for the first 2 months after which they need pay a nominal amount to use the service (Luna, 2016).

.

Customer Segments

The application can be used by different customers and who are fond of travelling to different places. A minimum age group of 15 years will be applicable for the customers who are willing to use the application.     

.

Key Resources

The application will be using the latest technologies that are available in the market so that it can be developed in a better manner

Channels

The application will be taking the help of B2B businesses and media so that it can advertise the service (Song et al., 2014).

Cost Structure

The application needs to be purchased by the customers after the first 2 months, as it will provided ample time to them to understand the functioning of the application in a proper manner. The customers can also enjoy premium services by paying extra.

Revenue Streams

The customers will be charged a particular fee in lieu of the services that will be provided to them. The use of B2B model will also result in the promotion of tourism activities within the country and its associated places (Xu, Peak & Prybutok, 2015).

Travel Switch has to manage the resources in an effective way so that the application can be launched properly. The application will be using the technical and human resources so that it can be formulated effectively and the marketing resources will be used so that awareness regarding the services can be spread among the customers. The planning of the different marketing techniques has to be done in a proper manner so that it can lead to a successful venture in the market (Kim, Briley & Ocepek, 2015).

Business Model Canvas

The market needs to be researched in a proper manner so that the launch of the product can be done in an efficient way. The target customers can be identified in a proper manner by researching the market effectively so that it can be easy for the company to sell its service. Moreover, the company will also be taking in to consideration the feedbacks that are being provided by the tourists so that it can be developed further in the future as well (Mahaffey et al., 2016).

The business is with respect to the launch of a mobile application in the market for the travellers so that they can get better level of information when they are visiting a new place. The technological usage will result in launching the application in the market successfully so that it can be used by the potential customers. The funds that will be sourced for developing the application has to be done properly so that the start-up cost for the company can be covered properly (Xu, Peak & Prybutok, 2015).

The organization that will be developing the application has to take up a contingency plan as well so that the risks can be calculated that may hamper the functioning of the application in the market. These accounted risks has to be calculated so that it can be considered by the company with respect to the economic and technological risks. The contingency plan may result in making the company overcome the risks so that the sustainability of the service can be maintained in the market (Pantano, 2014).  

The channel strategy will allow the company in extending the reach of the mobile application to more number of customers. The distribution has to be done in a proper manner so that it can allow in spreading awareness regarding the brand among the customers, which will allow them in using it and providing proper feedbacks. The channelization strategy can be done according to the demand that is present in the current market so that it can target the potential customers that are present. This will result in increasing the services to the customers in an effective manner (Gronli et al., 2014).

It will also provide a competitive advantage to the company, as the product will be used more by the customers than the ones that are available in the market. It will also help the company in meeting its target in a proper manner so that the sales goals and objectives can be achieved within the stipulated time period. The sustainable advantage that the company will enjoy will result in using the resources in an efficient manner so that the activities can be done accordingly, which will result in its growth and reducing the cost of operations (Briscoe, 2014).

The company needs to distribute the application among its friends and families, which can be done involving a minimum level of cost and the return will be more. This is due to the fact that the algorithm that checks for store rankings depends mainly on the number of downloads that are being done. This can be influenced on a major scale by the immediate relatives who can perform word of mouth for the service (Christensen, Raynor & McDonald, 2015). This will also increase the number of downloads based on the reviews that are being given by the users. Another way of channelling the services in the market is by providing a proper page for landing purposes. The page will help in describing the contents of the application so that it can help in boosting the marketing campaign among the customers. The website has to be done in an attractive manner so that it can help in getting a better rate of return and reducing the cost of operations as well (Dalmasso et al., 2013).

The company needs to get its online application featured in the App Store of Apple and Play Store of Google so that it can help in grabbing the attention of the customers. The application can be featured as ‘Editor’s Choice’ within these application platforms so that it can result in increasing the number of downloads among the customers. It will also help in increasing the credibility of the application (Bergvali-Kareborn & Howcroft, 2013). The company needs to contact with the editor of Apple and Google so that it can increase the chances of being featured on their platforms with the help of new technologies. The company can also encourage its own group of users to use the product and rate it so that it can be featured under the application platforms. This is an effective marketing strategy, as it will result in increasing the rate of downloads among the potential users (Luna, Ylinen & Salorinne, 2014).

Another method of marketing the service can be by employing influencers and Public Relations employees by the company so that it can help in creating an image for the brand. The PR officials will be able to use the modern tactics so that they can influence the potential customers in downloading the online application so that they can use it and provide proper feedbacks. Another method of marketing the application is by using the app store optimization, which will focus mainly on the keywords in the search engine. This will increase the rate of visibility of the application among the customers and grab their attention. This will also result in increasing the rate of competitive advantage for the application in the online platform (Song et al., 2014).

The company can also take the help of content marketing, which is done with the help of writing blogs and finding the suiting data points. These data are then compiled in a proper manner so that it can increase the interest of the readers when they are going through the content (Pantano, 2014). This also results in increasing the credibility and trust among the users so that the content that are being posted can result in increasing the ranking of the websites. The strategy of email marketing can also be taken up by the company so that the service application can be directed towards the customers. The email id will be taken for the customers so that the information regarding the application can be mailed directly to them. This will result in increasing the connectivity between the company and the customers (Mahaffey et al., 2016).  

The cost leadership strategy will allow the company in increasing its rate of profit by reducing the cost at which the product will be sold to the customers. This will result in increasing the share of the market with respect to the online application, as the rate of profit is being kept at a nominal for the company. The differentiation strategy is to make the service different and more attractive than the competitors who are present in the market (Page, 2014). This will result in attracting more number of customers based on the technology and the friendliness of the mobile application with the customers. This can only be possible when the company does extensive research and the process of innovation involves better level of technology. The company also needs to deliver the products of a higher quality so that the customers can benefit from using the services (Gutiérrez et al., 2013).

The cost focus strategy is where the online application is mainly concentrated on the niche market and that they have a proper and in-depth knowledge of it so that the needs and demands of the customers can be identified. It will also allow the company in building the application that is solely focussed towards a certain segment of the customers so that they can only be targeted (Ally & Tsinakos, 2014). The differentiation focus on the other hand is where the company will be making the application based on the innovative strategies that are present with respect to the online application. It will research the market in a proper manner so that the company can get a better understanding regarding the needs and demands of the customers so that the product can be utilized by the customers (Hielkema & Hongisto, 2013).

The company will be taking up the differentiation strategy, as it will help them in researching the market in a better manner based on which the application will be provided to the customers. The feedbacks of the customers will be taken in to account so that it can help in designing the application in a better manner. The market research will help the company in improving the features of the application so that its functionality and durability can be improved extent (Kim, Briley & Ocepek, 2015).

The company will be positioning itself in the ‘high quality, low price’ segment so that it can help in increasing the rate of customers within the market.  Due to the low price of the application, it will be downloaded by the customers more frequently. It will also help the company in gaining a competitive advantage in the market due to the fact that the price will be kept low and the product will be of premium quality. This will result in increasing the rate of profits for the company as well (Page, 2014).

Summary Statement

Sources of Capital

Owners' and Other Investments

 $ 100,000

Bank Loans

    250,000

Other Loans

                  -

Total Source of Funds

 $ 350,000

Startup Expenses

Bldgs / Real Estate

 $   50,000

Leasehold Improvements

       15,000

Capital Equipment

    175,000

Location / Admin Expenses

       12,500

Opening Inventory

                  -

Advertising / Promo Expenses

       17,500

Other Expenses

                  -

Total Startup Expenses

 $ 270,000

Breakeven Sales level   =

$270,000.00

Year 1

Year 2

Year 3

Year 4

Year 5

Net income (loss)

-$270,000.00

$126,352.78

$130,298.17

$137,753.26

$149,060.59

$164,797.51

Cumulative income

-$143,647.22

-$13,349.05

$124,404.21

$273,464.80

$438,262.31

Positive Cash Flow?

 FALSE

 FALSE

 TRUE

 TRUE

 TRUE

Undiscounted break even year

3

years

Actual break even period

2.10

years

 

The break-even of the company will be achieved after 2 years and specifically in the month of January, 2021 taking in to account that the venture will start from 1st January, 2019.

 

Year 1

Year 2

Year 3

Year 4

Year 5

Total

Operating activities

Net income

$126,353

$130,298

$137,753

$149,061

$164,798

$708,262

Depreciation

$48,000

$48,960

$49,920

$50,880

$51,840

$249,600

Accounts receivable

$0

$0

$0

$0

$0

$0

Inventories

$0

$0

$0

$0

$0

$0

Accounts payable

$0

$0

$0

$0

$0

$0

Amortization

0

0

$0

$0

$0

$0

Other liabilities

0

0

$0

$0

$0

$0

Other operating cash flow items

0

0

$0

$0

$0

$0

Total operating activities

$174,353

$179,258

$187,673

$199,941

$216,638

$957,862

$0

Investing activities

$0

Capital expenditures

$0

$0

$0

$0

$0

$0

Acquisition of business

0

0

0

0

0

$0

Sale of fixed assets

($54,151)

($55,842)

($59,037)

($63,883)

($70,628)

($303,541)

Other investing cash flow items

0

0

0

0

0

$0

Total investing activities

($54,151)

($55,842)

($59,037)

($63,883)

($70,628)

($303,541)

Financing activities

Long-term debt/financing

($46,157)

($48,003)

($49,923)

($51,920)

($53,997)

($250,000)

Preferred stock

0

0

0

0

0

0

Total cash dividends paid

0

0

0

0

0

0

Common stock

0

0

0

0

0

0

Other financing cash flow items

0

0

0

0

0

0

Total financing activities

($46,157)

($48,003)

($49,923)

($51,920)

($53,997)

($250,000)

Cumulative cash flow

$74,045

$75,413

$78,713

$84,137

$92,013

$404,321

Beginning cash balance

$80,000

$154,045

$229,458

$308,171

$392,308

Ending cash balance

$154,045

$229,458

$308,171

$392,308

$484,321

Assets

Initial balance

Year 1

Year 2

Year 3

Year 4

Year 5

Cash and short-term investments

$80,000

$154,045

$229,458

$308,171

$392,308

$484,321

Accounts receivable

$0

$0

$0

$0

$0

$0

Total inventory

$0.00

$0.00

$0.00

$0.00

$0.00

$0

Prepaid expenses

0

0

0

0

0

$0

Deferred income tax

0

0

0

0

0

$0

Other current assets

0

0

0

0

0

$0

Total current assets

$80,000

$154,045

$229,458

$308,171

$392,308

$484,321

Buildings

$50,000

$50,000

$50,000

$50,000

$50,000

$50,000

Land

0

0

0

0

0

0

Capital improvements

 $                        15,000

15,000

15,000

15,000

15,000

15,000

Machinery and equipment

 $                     175,000

175,000

175,000

175,000

175,000

175,000

Less: Accumulated depreciation expense

0

48,000

96,960

146,880

197,760

249,600

Net property/equipment

$240,000

$192,000

$143,040

$93,120

$42,240

($9,600)

Goodwill

$0

$0

$0

$0

$0

$0

Deferred income tax

0

0

0

0

0

0

Long-term investments

0

0

0

0

0

0

Deposits

0

0

0

0

0

0

Other long-term assets

30,000

30,000

30,000

30,000

30,000

30,000

Total assets

$350,000

$376,045

$402,498

$431,291

$464,548

$504,721

Liabilities

Initial balance

Year 1

Year 2

Year 3

Year 4

Year 5

Accounts payable

$0

$0

$0

$0

$0

$0

Accrued expenses

0

0

0

0

0

0

Notes payable/short-term debt

0

0

0

0

0

0

Capital leases

0

0

0

0

0

0

Other current liabilities

72,202

146,658

225,374

310,551

404,721

Total current liabilities

$0

$72,202

$146,658

$225,374

$310,551

$404,721

Long-term debt from loan payment calculator

                        250,000

$203,843

$155,840

$105,917

$53,997

$0

Other long-term debt

$0

$0

$0

$0

$0

$0

Total debt

$250,000

$276,045

$302,498

$331,291

$364,548

$404,721

Other liabilities

0

0

0

0

0

0

Total liabilities

$250,000

$276,045

$302,498

$331,291

$364,548

$404,721

Equity

Initial balance

Year 1

Year 2

Year 3

Year 4

Year 5

Owner's equity (common)

 $                     100,000

$100,000

$100,000

$100,000

$100,000

$100,000

Paid-in capital

0

0

0

0

0

0

Preferred equity

0

0

0

0

0

0

Retained earnings

0

0

0

0

0

0

Total equity

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

Total liabilities and equity

$350,000

$376,045

$402,498

$431,291

$464,548

$504,721

Reference List

Ally, M., & Tsinakos, A. (2014). Increasing access through mobile learning.

Bergvall-Kåreborn, B., & Howcroft, D. (2013). ‘The future’s bright, the future’s mobile’: a study of Apple and Google mobile application developers. Work, employment and society, 27(6), 964-981.

Briscoe, G. (2014). Digital innovation: The hackathon phenomenon.

Chan, C. M. (2013, January). From open data to open innovation strategies: Creating e-services using open government data. In System Sciences (HICSS), 2013 46th Hawaii International Conference on (pp. 1890-1899). IEEE.

Christensen, C. M., Raynor, M. E., & McDonald, R. (2015). What is disruptive innovation. Harvard Business Review, 93(12), 44-53.

Dalmasso, I., Datta, S. K., Bonnet, C., & Nikaein, N. (2013, July). Survey, comparison and evaluation of cross platform mobile application development tools. In Wireless Communications and Mobile Computing Conference (IWCMC), 2013 9th International (pp. 323-328). IEEE.

Gronli, T. M., Hansen, J., Ghinea, G., & Younas, M. (2014, May). Mobile application platform heterogeneity: Android vs Windows Phone vs iOS vs Firefox OS. In Advanced Information Networking and Applications (AINA), 2014 IEEE 28th International Conference on (pp. 635-641). IEEE.

Gutiérrez, V., Galache, J. A., Sánchez, L., Muñoz, L., Hernández-Muñoz, J. M., Fernandes, J., & Presser, M. (2013, May). SmartSantander: Internet of things research and innovation through citizen participation. In The Future Internet Assembly (pp. 173-186). Springer, Berlin, Heidelberg.

Hielkema, H., & Hongisto, P. (2013). Developing the Helsinki smart city: The role of competitions for open data applications. Journal of the Knowledge Economy, 4(2), 190-204.

Kim, Y., Briley, D. A., & Ocepek, M. G. (2015). Differential innovation of smartphone and application use by sociodemographics and personality. Computers in Human Behavior, 44, 141-147.

Luna, M. (2016). U.S. Patent No. 9,407,713. Washington, DC: U.S. Patent and Trademark Office.

Luna, M., & Bott, R. (2015). U.S. Patent No. 8,984,581. Washington, DC: U.S. Patent and Trademark Office.

Luna, M., & Tsõmbaljuk, A. (2013). U.S. Patent No. 8,484,314. Washington, DC: U.S. Patent and Trademark Office.

Luna, M., Ylinen, H., & Salorinne, S. (2014). U.S. Patent No. 8,886,176. Washington, DC: U.S. Patent and Trademark Office.

Mahaffey, K. P., Hering, J. G., Burgess, J. D., Grubb, J. P., Golombek, D., Richardson, D. L., ... & Wyatt, T. M. (2016). U.S. Patent No. 9,367,680. Washington, DC: U.S. Patent and Trademark Office.

Page, T. (2014). Application-based mobile devices in design education.

Pantano, E. (2014). Innovation drivers in retail industry. International Journal of Information Management, 34(3), 344-350.

Pentikousis, K., Wang, Y., & Hu, W. (2013). Mobileflow: Toward software-defined mobile networks. IEEE Communications magazine, 51(7), 44-53.

Song, J., Kim, J., Jones, D. R., Baker, J., & Chin, W. W. (2014). Application discoverability and user satisfaction in mobile application stores: An environmental psychology perspective. Decision Support Systems, 59, 37-51.

Xu, C., Peak, D., & Prybutok, V. (2015). A customer value, satisfaction, and loyalty perspective of mobile application recommendations. Decision Support Systems, 79, 171-183.

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