NAME: SYED AKIF ALI SHAH

ID: 021-18-43851
SUBMITTED TO: M. ASAMA BHADELIA
COURSE: ENTREPRENEURSHIP (Final Exam Spring 2020)

QUESTION 1A

Pros of Plan A:

1. The cauterizer made by Brandon uses a titanium alloy, which helps surgeons to avoid
sticking their instruments to tissues.
2. Brandon being an engineer will be able to innovate the cauterizer according to
surgeons demand.
3. Plan A of cauterizer has been researched and possess potential to be marketed despite
being of no interest to distributors.
4. Plan A of the cauterizer is a unique instrument that other big manufacturers cannot
compete in due to patented rights of Seven Peaks.
5. Substantial time has been invested in development of this cauterizer as compare to
Plan B forceps of which a prototype has to be developed.
6. Plan A is more feasible to SW since they have already invested in it and marketed to
surgeons.
7. A redesigned version of the cauterizer has already been developed which has been
approved and accepted by surgeons and FDA.

Cons of Plan A:

1. Despite having acceptance from surgeons and securing orders, Plan A fails to
incentivize the distributors to supply their product.
2. Plan A fails to assess a specific target market for its product.
3. Lacks of a good marketing plan.
4. Need specialized training to use the cauterizer.

Pros of Plan B:

1. The forceps has the potential to easily penetrate the market given its simplicity.
 2. They have a specific target market for this product. (plastic surgeons)
3. The familiarity to forceps and the non-sticking properties of it can be easily marketed
and be accepted by the surgeons.
4. Its lower cost will increase its sales substantially as compare to the cauterizer.

Cons of Plan B:

1. The forceps are yet to be designed and developed. It will need R&D to develop it
consuming more time.
2. SW lacks the production line to develop the forceps as they are optimized to produce
cauterizer.
3. Threat of competition exists if forceps are manufactured, the big companies can easily
adapt to is uniqueness and introduce a similar product.
4. The competitors can control the distribution channels by their incentives.

QUESTION 1B

1. Lack of interest of surgeons in the cauterizer despite it being marketed.

2. Brandon willing to abandon his original idea of the cauterizer.
3. The fact that patents have yet to be applied for the nonstick forceps.
4. Their production line limitation for producing forceps.
5. Research and development for the forceps have yet to be done.

QUESTION 1C

It is preferable to go with plan A since research and development and prototypes of cauterizer
are approved and accepted by surgeons and FDA. All that is needed is the marketing strategy
and incentives for distributors. Seven Peaks could not plan a better marketing and manage
their distribution channel. With the help of SW they can put in a better marketing plan that
will enable surgeons better understand and convince them and sell itself of the benefits of this
product(the cauterizer).

QUESTION 2A

Xander’s restaurants and all of its branches should be closed to minimize rent overheads
instead they should open small restaurants all over Karachi which would only serve
customers for take away and delivery of food. These restaurants should only have kitchen and
storage rooms and windows for placement of orders; this will substantially reduce its
overheads incurred due to operating a restaurant with dining space. Xander’s will have to
reduce its prices and use price skimming strategy to lower its prices and expand its target
market.

Furthermore, Xander’s will need to hire its own riders for food delivery services. They should
continue to operate through Foodpanda as well; the opening of restaurants in different
locations will enable them to accept orders from new locations and areas.

Xander’s should also introduce frozen food items for its customers. Pizza is one of those
items in their menu that can also be used for pre-cooked frozen food, which can be heated in
oven and will be available in all supermarkets in Karachi. Through this business model
Xander’s can minimize its losses and start to earn revenues.

QUESTION 2B

Sadabahar wedding marque owns the land it is established on so they would have to worry
about its rental expenses. Now their revenues consist of about 50% from the catering services
for its wedding and remaining from the event services. They can start a catering service for
offices and wedding events that are held at home with 10 to 20 people. Because people are
not postponing the weddings, instead they are inviting their loved ones to their home for
wedding events. This trend of wedding from home would continue well after COVID-19
situation has passed.

Now for their marquee they and cutlery they should start even management from which they
would provide the necessary items for events held at private locations and homes these
should consist of some sort of partitioned spaces to avoid contracting and spreading COVID-
19. The pricing will have to be reduced given the cost reduction of location. But the
Sadabahar wedding marquee will survive this pandemic situation and come up with a new
business model with the conventional one still in place.

QUESTION 2C

Bobby’s interior and furniture showroom should become a seller on daraz.pk and expand its
products reach. Apart from that, they should maintain a website that has all of their
catalogued products should be on daraz and on their website. They should also arrange
delivery of decoration pieces and furniture that is bought online.

QUESTION 3

Concept statement:

Our company is offering companies to install vertical gardening to their office buildings.
These vertical gardens can also be installed on apartment buildings through a layers mounted
on steel panel for support. Vertical gardens will portray an ecofriendly image of companies
and help decrease the carbon foot print in our country.

Risks and red flags:

 Companies may not be interested to use our services. They might not understand the
positive impact this could have on company image.
 We have not assembled a prototype of the vertical gardening panel, which will create
hurdle convincing financers.
 Companies and residential buildings owners might question its applicability in
Pakistan given the dengue virus spread.
 I being the sole proprietor and CEO of this organization has not invested in this start-
up.

Investment required:

A 5-floor building is approx. 60 feet in height.

$195 to $265 per square feet to assemble a complete panel.

That will make each side of the building to cost around Rs.2,544,000

Therefore, we will need initial investment of Rs.5,000,000, which includes expenses for
administration and marketing.

This panel includes steel sheet, irrigation system per feet, and outer layer of panel that holds
the plants on a fabric attached to the steel sheet panel.

Target market and industry analysis:

Our organization will target companies that owns their own buildings, owners that are
interested in installing these vertical gardening panels and residential buildings as well.
Currently we do not have any competitors that are offering these kind of wall panels in
Pakistan commercially. Many startups are offering different forms of these vertical gardening
products like vertical pots and vertical plantation pockets to be hanged indoors and outdoors
on small walls but none of them are offering it to be installed on buildings.