UNIVERSIDAD PANAMERICANA ANDREA MAGALLANES LORENA ZEPEDA MARIAM MARTINEZ

UNIVERSIDAD PANAMERICANA ANDREA MAGALLANES LORENA ZEPEDA MARIAM MARTINEZ JUAN CARLOS MORENO

AGENDA 1. FACTS & PROBLEMS 2. ANALYSIS 3. ALTERNATIVES & RECOMMENDATIONS 4. IMPLEMENTATION 5. CONCLUSION

FACTS The company started as a Start Up Blic. Klick, an anonymous flirting platform Bee. Keeper - Next-generation operational communication platform for non-desk employees Switzerland (HQ), San Francisco, Berlin and London 130 employees globally Bee. Keper’s revenues came from clients in: • 80 % Hospitality, Manufacturing and Retail • 20% Other 12 industries equally VALUES: 1. Collaboration 2. Simplicity 3. Open-mindedness 4. Proactiveness 5. Tolerance to failure FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

PROBLEMS MAIN: Continue growing while staying agile and exciting SECONDARY: • Organizational Structure (Middle management & Engineering Teams) • Retaining sales people focused on non-core industries • Customization, Cross compatibility (Difficulties for engineering team) • Lack of Space (Need of 1 or 2 floors) • Attract new investors with compatible core values FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

SWOT STRENGTHS - Meet clients needs -Global Company -Defined values WEAKNESS -Slow delivery -Cross cultural differences (Offices between USA & Europe) -Miscommunication OPPORTUNITIES THREATS -Other industries ( going for new clients) -Long been compliant in General Data Protection Regulation) -Hotel chains do not wish to sign with companies with no record within the industry -Clients loyalty because of riskaverse FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

FIVE COMPETITIVE FORCES Entrée Barriers GDPR, Qualified staff, Up to date technology, Cost Structure High Rental Offices, Servers, Internet, Cloud Services Low Competency rivalry Strong competitors (Bigger funding, more employees) High Variety (Hotels, Manufacturing, Retail, Airports, etc. ) Client has negotiation power High FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS Suppliers Whats. App, Email, Telephone, Facebook. It’s a short term solution. In the long run there is more needs. Medium Substitutes Clients IMPLEMENTATION CONCLUSION

ALTERNATIVES GO DEEP GO BROAD FACTS & PROBLEMS Go deep – Tailor Made Go Deep Industrialize d Go Broad – Tailor Made Go Broad Industrialize d TAILOR MADE INDUSTRIALIZED ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

GO BROAD - INDUSTRIALIZED GO BROAD: INDUSTRIALIZED: v Growth v User Friendly v Variety on clients v Sector standardized v Maintain loyalty v Short delivery time (Not customized by client) v Aligned with company values (Open- Mindedness) v Aligned with company values (SIMPLICITY) v Engineer Team FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

ACTION PLAN Aug 18 Dec 18 Improve organizatio nal structure Create sectorspecific platforms • Create regional and sectorial managers • All departments (engineering, marketing) in matrix with them • Use feedback from sales people depending on sector • Add sectorspecific features (Hospitality, Manufacturi ng and ANALYSIS Retail) FACTS & PROBLEMS Jun 19 Migrate existing clients From Jun 19 on Growth Hacking • Acquisition (free trial) • Activation (push up notifications) • Retention (updated with international personal data regulations) • Revenue • Referral • Change the access to all customized platforms to the sector-specific platforms • Make vital changes to core platform to attract new clients • Standardize a general solution: one size fits all • Keep meeting current client MAIN needs • Be able to meet NEW needs from new ALTERNATIVES & sectors IMPLEMENTATION RECOMMENDATIONS CONCLUSION

RISKS AND MITIGATIONS RISK MITIGATION Potential hotel clients not willing to sign up for generalized solution Offering the same service in a standardized manner. Easier usage for client, offering new solutions Core values may not be compatible with new potential clients Open-Mindedness with client with different values, trying to align their needs and our solutions Core values may not be compatible with new potential investors Trying to align values, if not look for new investors. CONTINGENCY PLAN • Go back to tailor-made style for all clients requesting it • Increase number of employees in engineering department FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

KPI’S • GET NEW CLIENTS – Volume (number) of new accounts per quarter – Volume (in money) of new accounts per quarter • Compare both to current performance • RETAIN EXISTING CLIENTS – Satisfaction percentage with new sector-based platforms – Loyalty percentage (number of re-purchases vs last total purchases) FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION

CONCLUSION FACTS & PROBLEMS ANALYSIS ALTERNATIVES & RECOMMENDATIONS IMPLEMENTATION CONCLUSION