Caresoft Mexico Caresoft is a global engineering services and software company founded in 2007 and headquartered in the USA. The company has a global presence with locations throughout North America, South America, Europe, Asia, and Australia. While most of the global OEMs are manufacturing in Mexico, the growth of design centers and engineering services providers is not that significant. Mexico is the country that has signed the most free trade agreements worldwide, which facilitates export of vehicles and auto parts. Mexico is increasingly consolidating its position as one of the world s top 10 car manufacturers. In 2013, Mexico manufactured 2.9 million light vehicles, which represented 1.7% increase vs. 2012. There are only a handful of brands that have not reached Mexico. The Mexican automobile market continues to be one of the markets with the most competition worldwide, given the number of car brands that operate here, aside from the vast offer of products offered by each brand. There are already design centers present in Mexico serving most popular brands which are attractive for setting up a design center for any services provider in Mexico. Caresoft is considering Mexico as one of the key strategic locations for diversification into different geographies (this will be our 11th country). Global Lab students will deliver the following: Does it make sense to diversify in Mexico? Understanding Caresoft and analyze the fit - Perform SWOT Analysis, 5 Force analysis etc. as applicable Market opportunity - Competitive analysis, PEST Analysis for Engineering Services Provider in Mexico. Execution plan - Various models (partnership, inorganic, go-solo-organic), analyze suitability and propose Business strategy to entering and Develop Software and Engineering Services in Mexico Organization structure - propose suitable structure for proposed models and why? Profitability & Finances - required initial investments (directional) Expected ROI duration and projected growth Risk management and exit strategy Implications for Caresoft- critical success factor analysis
Pivot Point International, Inc. India Pivot Point International develops and globally distributes educational programs for beauty schools and salons. Main products are textbooks, DVDs, and now an online learning system, as well as training mannequin heads and tools for beauty students. In the USA, around 240 schools operate as PP member schools, and an additional 500 schools are our clients (total 750 out of 2500). In the USA, we touch approximately 13,000 beauty school students annually with our unique PP system (Licensure and Salon Readiness), and an additional 30,000 students with our programs to reach Licensure. In hairdressing education for schools we are considered the global market leader. Internationally, Pivot Point is well established mostly through a network of distributors in major markets: Australia, Benelux, Canada, France, Scandinavia, and others. They also do business in many additional markets throughout Central & South America, South Africa, Asia, and more. Pivot Point has also recently established direct distribution in the UK, Germany and Colombia. In addition to our distribution business, PPII co-owns and operates a beauty school in the Chicago land area. Pivot Point International is looking internationally for its strongest expansion. A key strategic initiative is to further develop the Indian market. We believe there is much more opportunity than what is currently developed and, while we have identified some positive aspects of the business potential such as a large, young population; and a high level of interest in the beauty fields, our current business is quite small. We need to determine the true opportunity in the market and we have identified a few stumbling blocks: 1. Absence of licensure requirements 2. Products which fit the market in content and style 3. Pricing India is a growing opportunity for PP if we have the right programs at the right price. There is the possibility to develop PP private academies around the country, or collaboration with government schools which provide beauty education on a large scale could also be potential business. Consequently, we want to find out how to best develop the Indian market: is it commercially viable to open company-owned academies around the country, one in each major city? Or,
should the PPD develop the market with local partners? If development through partners is preferred, what kind of local variations may we need to consider, in order to successfully develop the various local markets? And, what kind of support do such partners require - beyond what the PPD is already doing - to successfully position, manage and control the PP brand? Due to the size of the market, Pivot Point is currently dependent on having a strong local partner for distribution. The business culture, the language, and the required investment are all barriers to PPI going at it alone, at least in the foreseeable future. In India, we believe we have a good partner. They are a family company that has years of experience in the market. They are well connected and respected in the industry. They have worked with and represented Pivot Point for over 20 years. Doing the global lab research project in collaboration with this local partner provides us with much better chances of future success. 1. Thorough Situational Analysis: cultural requirements, course duration, fees, student demographics, estimates of number of schools and students, attitude towards beauty education, number of salons and stylists, current educational and training materials used 2. Competitive Analysis (chains of schools, educational publishers, other) 3. Recommendations and strategic considerations to penetrate the basic training or school market
La Sende Verde Bolivia La Senda Verde (LSV) is a nonprofit wild life sanctuary with 13 years of experience. Our mission is to rehabilitate and take care of animals rescued from illegal trafficking and destruction of natural habitats; and contribute to end animal cruelty and poaching by creating public awareness and promoting environmental education and wildlife conservation. It is a private effort financed mainly through educational ecotourism (national and international guests); organized students visits; volunteer program; and some donations. We also offer room accommodations and food service. However our animals come first, so we have a policy that limits the number of visitors, and therefore visits and reservation are organized accordingly. We do not allow large number of persons at once that could cause animal stress or discomfort. La Senda Verde is a singular green destination with a holistic vision that offers unique wildlife and nature connection and learning opportunities for students and visitors of all ages. Provides a life experience focused on conservation of species and the environment. The future is uncertain. The world is experiencing an overall environmental degradation, destruction of ecosystems and reduction of biodiversity. In this context, our role of providing conservation in a genuinely integrated way is so significant. Those factual issues have made us realized about the unique role that we have as an environmentally friendly project devoted to biodiversity conservation and sustainable development; the responsibility of designing and implementing practical and realistic pedagogic environmental programs; the significance of raising understanding and public awareness about biodiversity and the value of nature; and the importance of global cooperation and alliances to be effective. An important step headed to strengthen the organization, achieve our mission and attain long term economic and operative sustainability, was the formation of a USA nonprofit organization recognized as exempt from federal income tax under section 501(c)(3) of the Internal Revenue Code (IRC). We have accomplished a great deal and the project has grown very fast and increasingly we have received rescued wild animals from all over Bolivia. This situation has required many assessments regarding upgrades, improvements, holding facilities and areas for the animals in one hand; and obviously decisions concerning economic and human resources matters on the other.
Today our foremost challenge and priority is to find, attract and stimulate potential international donors and supporters (i.e. individuals, organizations, groups, personalities, animal welfare establishments, philanthropists, etc.). The strategy to reach this crucial goal consists of preparing: A Prospectus that sets forth the purpose, nature, and main objectives of the institution. A Fundraising Plan aimed towards a stronger and more effective organization. A list of potential donors and supporters. The key deliverables of this project will be: 1. A well developed, carefully conceived Case Statement (Prospectus). This document has to state the type and scope of service La Senda Verde now it provides why our activities and programs are important and our objectives for the future. A statement that motivates and drives one to action. A case concerned with the cause that the institution represents and the problem it seeks to resolve. 2. A well-planned, highly effective donor-centric designed Fundraising Strategy, aligning with and promoting the organization s strategic plan, values, Mission and Vision. The plan has to include the financial stability of the institution, the budget of the priority projects, and how the completed program will be financed in future years. 3. La Senda Verde has the capacity and credibility to justify to the donor that his or her dollars will be used wisely and effectively. Thus we must inform about the institution s past in relation to its present and its future. 4. Identify target audience, a list that provides potential donors and prospects. We need to pinpoint and select the people and institutions most likely to support the organization; therefore it is important to obtain qualified lists that provide potential donors.
Next Digital Taiwan Next Media is the largest listed mulitmedia group and a leading publisher in Hong Kong and Taiwan. Next Media operates newspapers, maganizes, websites, and apps. To evaluate the effectiveness of using animation in our action news and how to make the best use of our animation creation capability as a competitive advantage over our media competitors. The Global Lab team can help research the latest trend of animation usage across different media in the world. Further to the findings, we are looking forward to having insight on the following: Whether it is effective to add animation to our content, in terms of increasing views and improving comprehension What type of content is best suited for the use of animation Any innovative way to use our animation creation capability in future Any new business which we can explore with our animation creation capability, other than using that on our newspaper & magazine content
Capital Safi Bolivia Capital Safi is an investment fund in Bolivia that focuses on institutional investors and participants, innovative financial products, and social impact. They seek to obtain returns with controlled risk and promote the development of small, medium and large companies by generating long-term relationships. We want to tackle the following business challenges: I. Assess the Peru market opportunity a. Elaborate a macro analysis of the key country elements that drive an investment decision b. Discover, develop, and assess opportunities for Peru. Starting a new business is uncertain by nature, but the idea is to increase certainty and decrease some risks by evaluating potential opportunities using thoughtful processes proven to help us decide which opportunities are better positioned for growth. Thus determine market need and evaluate a solution using a variety of methods for potential growth. i. How significant is the need? 1. How many potential customers have the need, how deep is the pain? ii. How effective is the solution at addressing the need? iii. Will there be large gross margin? 1. Willingness and ability to pay, cost efficiency of the solution concept, competitive intensity iv. How hard will it be to acquire customers? 1. Are they easy to identify, can we reach them? v. Are we the best team to go after this opportunity? Assess the required resources, including capital. Fit with our passions and capabilities II. Critical to the Peru challenge is to understand the essential elements of successful scaling, including an overview of the demand generation, customer acquisition, adoption, diffusion and forecasting demand. Lastly, financing and profitability by covering the financial aspects to make the venture operational and sustainable. a. Capital Safi is soon to start operations in Peru and later in Colombia. As we move into these markets we want to extend our cost advantage model whereby most of the back office sits in Bolivia. To that end, we need strengthen our cost advantage model to then further leverage into other markets and regions. The 2008 financial meltdown has constrained the banking systems across the globe presenting opportunities for growth in privately placed debt. We seek to explore growth opportunities in Central America, particularly Mexico.