Marketing and Management Plan

CityWander

António Tavares Santos: up202006883@edu.fe.up.pt

Carolina Dias Conde Azevedo: up202008435@edu.fe.up.pt
Dinis Bichança Moreira e Silva: up202006980@edu.fe.up.pt
Francisco Correia Barros de Sousa: up202004864@edu.fe.up.pt
Leonor Nogueira Barreto Pinheiro da Silva: up202007460@edu.fe.up.pt
Maria Teresa Camões Castro Neves: up202007344@edu.fe.up.pt
Miguel Costa Mendes Ribeiro: up201907455@edu.fe.up.pt
Rodrigo Pina de Morais de Castro Lima: up202007932@edu.fe.up.pt

Group 15, Class 1M.EGI04

Evaluation of Investment Projects 2023/2024

Prof. Maria Dulce Soares Lopes
Prof. Marta Maria Campos Ferreira

Master in Industrial Engineering and Management

2023-10-31
Marketing Plan

A - Market Analysis

1. Sector Analysis
Our company is placed in the travel industry and tourism, which is expected to contribute
1.44 billion euros to the European Union's economy this year, achieving 98% of 2019 pre-pandemic
results, according to the World Travel and Tourism Council's (WTTC) 2023 economic impact survey.
The global tourism organization also predicts that the sector will increase its contribution to GDP to
56.4 billion euros by 2033, representing more than a fifth (21.1 per cent) of the Portuguese economy.
Even though the travel industry and tourism sector has been heavily impacted by the
COVID-19 pandemic, it remains a significant contributor to the global economy. Lockdowns, travel
restrictions, and reduced consumer confidence have led to a sharp decline in international tourism.
However, recovery is almost complete, and uncertainties felt at the time are disappearing. While the
pandemic has disrupted the travel industry, it has also accelerated certain changes that were already
underway, such as the adoption of contactless technology and more flexible working arrangements,
leading to an adaptation to a new normal that combines in-person and virtual experiences.
It is important to be aware that despite a positive recovery from the pandemic, the sector still
faces numerous challenges, including the war in Ukraine, rising inflation in most of the world's major
economies and the global energy crisis.
Furthermore, the concept of sustainable travel is gaining momentum. Travelers are seeking
eco-friendly options, and destinations are taking steps to reduce their environmental impact.
Sustainable tourism must utilize environmental resources appropriately, respect the socio-cultural
authenticity of communities and ensure that economic activities are viable in the long term.
Over-tourism is also a concern to some popular destinations because it leads to issues like
environmental degradation, overcrowding, and strain on local infrastructure.
The most visited countries in the world in 2022 were France, Spain, and the United States,
according to UNWTO. Europe and America continue to be the most sought-after continents,
although Asian tourism is growing, especially in countries such as Saudi Arabia, the United Arab
Emirates, and China, which is returning to high levels of tourism with the lifting of pandemic-related
restrictions. Tourism trends in 2023 indicate the growth of adventure travel and outdoor
experiences, wellness tourism, rural tourism, sustainable and responsible tourism, and the use of
digital technologies for booking and planning trips.
The success of the industry in the coming years will depend on its ability to adapt, innovate,
and meet the evolving needs and preferences of travelers, with a great emphasis on sustainability and
digital transformation.

2. Analysis of Potential Clients

The creation of a company that is customized to users' particular preferences and limitations is
a compelling potential in the rapidly developing travel sector. A thorough examination of potential
clients is crucial to laying the groundwork for a business's success. This study includes, among other
crucial elements, a variety of client demographics, psychographics, pain points, and market
segmentation.
The aim is to reach out mainly to people of a younger age that want to be able to travel at
affordable costs and are ready to condition their vacations based on recommendations from an app
instead of their own research. Not only that but we also want to target people that want to maximize
their limited time of vacation and have the most enjoyment possible out of it. Additionally, "business
travelers" - a separate market that frequently travels for work - can be catered to by the app. These
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clients need business travel rules to be smoothly integrated, meeting sites to be conveniently close by,
and effective planning that fits their busy schedules. The ability of the software to provide them with
practical solutions will be a big lure.
Moreover, "adventure seekers" make up a sizable portion of the market. This group would
be interested in obtaining weather and trail conditions in order to maximize their excursions. They
enjoy outdoor activities including hiking, mountain biking, and water sports. They may find
inexpensive lodging, make sensible travel arrangements, and effectively manage their spending with
the aid of the app.
Finally, there are "niche travelers", who need advice and information relevant to their
interests. Examples of these travelers include foodies, history buffs, and ecotourists. The travel route
planning app can position itself as an all-inclusive and important resource in the trip planning industry
by catering to these varied customer segments.

3. Competitor Analysis
In any business, besides knowing the potential clients, it's pivotal to have a clear
understanding of the competitive landscape. Both direct and indirect competitors must be considered.

a. Direct Competitors
When it comes to direct competitors, i.e. companies offering a similar product, we can
highlight Google Trips, formerly a standalone app, renowned for its trip planning features, integration
with other Google services, and vast travel information resources. It provides users with a wide array
of destination information, recommendations, and personalized trip itineraries. There is also mTrip, the
most similar to CityWander, focusing on providing travel itineraries, destination information, and
offline access to travel plans. Still, these do not consider meteorology, closing days and hours of
attractions and budget.
Finally, TripIt is a well-known tool for planning trips but its focus is mostly on business
travelers. It performs exceptionally well when it comes to maintaining itineraries and integrating with
corporate systems, but it falls short of your app in terms of route customisation and weather-based
planning.
These three main competitors offer users diverse and user-friendly platforms for planning,
organizing, and exploring their travel experiences. Understanding the strengths and weaknesses of
these competitors can help in shaping CityWander's strategies to stand out in the competitive scenario.

b. Indirect Competitors
Now continuing with competitors offering substitutes or alternatives, we can find apps
like Google Maps, software widely used for navigation but also offering features for exploring
attractions. While it can be used for basic trip planning, it doesn’t provide detailed and careful
itineraries taking into account a number of important elements, such as working days, weather, and
budgets.
Users often turn to TripAdvisor to research and dining options. Even though this platform
offers valuable information, it doesn't provide automated itinerary planning. It indirectly competes
by influencing travelers' decisions. It offers insights into user experiences at various locations,
impacting users' choices in trip planning.
There are also a variety of online travel communities, blogs, and forums that provide
suggestions and guidance for trip planning. They don't have the interactive and personalized elements
that CityWander does, but they do compete indirectly by offering ideas and information.

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 These indirect competitors offer services that could influence a user's travel decisions or serve
as alternatives to specific functions provided by CityWander. While not directly competing in the same
space, they still impact user behaviors and choices in the travel industry. Understanding these indirect
competitors helps in comprehensively analyzing the broader environment and refining strategies to
address user needs effectively.

4. Analysis of Suppliers
CityWander has a wide range of suppliers that are quite resourceful in very different and
specific ways.
When it comes to data providers, they can supply real-time information on local attractions,
events and weather conditions. These services are really valuable because they allow the development
of up-to-date itineraries, in which users can trust and rely on. However, for users to trust the data that
the app provides, suppliers must guarantee the quality and regularity of data.
CityWander can also collaborate with technology providers for app development tools,
software frameworks and development platforms. Similarly to data providers, quality is a very
important criteria when choosing technology suppliers.
Besides that, mapping services can also be really useful because they can supply
geographical information, routing capabilities and directions. It is very important that mapping
providers offer customization options in order to fulfill the goal of CityWander.
Finally, the company may collaborate with content providers, who can provide articles,
reviews and images that can improve the customer experience, by making it more visual and
descriptive.
A good example of a supplier would be the town hall of the cities covered by the app, since it
can give information about a specific city, like data sharing, tourism promotion and event notifications.
This being said, when choosing all these types of providers, it is important to be aware of the
credibility and reliability of the products and services supplied and to establish a strong and continued
relationship with suppliers. Besides that, CityWander must also analyze the supplier's reputation and
the potential for long-term relationships.

5. Porter’s Five Forces

It is important to remember that the growth of a business is related to its competitive forces.
Therefore a study was carried out on CityWander’s Porter's Five Forces, in order to assess the
attractiveness and profitability of the market and analyze potential risks and opportunities.

● Threat of New Entrants

The company faces a relatively low threat of new entrants thanks to the difficulties that
companies may face when entering the mobile app industry. Developing a mobile app with as many
capabilities as CityWander requires a substantial investment, mainly in technology and data integration
due to the complexity of the software, but also in partnerships. Besides that, in order to be able to enter
the market and establish a strong reputation among users, it is important for companies to surpass the
capabilities of CityWander, which is quite challenging.
● Bargaining Power of Suppliers
The bargaining power of suppliers can vary depending on the type of supplier. Data suppliers,
who provide real-time information, can have a higher bargaining power thanks to the exclusive
datasets that they own and that are really valuable to the company. When it comes to technology,
providers might have a lower bargaining power, since there are multiple alternatives in the current
market.

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 ● Bargaining Power of Customers
If there are a lot of alternative apps that offer similar features, the bargaining power of
customers might be high, since they have a lot of options to choose from. This means that CityWander
must focus on developing creative and unique capabilities in order to maintain a strong user base and
be a customer's favorite.
● Threat of Substitute Products or Services
The substitutes of CityWander are, for example, traditional travel agencies, manual trip
planning or generic navigation apps. Even though many of these substitutes may require a lot more
work and time, some people might still prefer them, either because they enjoy the process of travel
planning or simply because they are used to it. This means that the threat of substitute products or
services is medium. In order to solve this potential problem, CityWander must create features that are
not easily replaceable, such as real-time updates and accurate local insights.
● Rivalry Among Existing Competitors
Some of the biggest competitors of CityWander are, for example, Google Trips, mTrip and
TripIt. Since CityWander is included in a highly competitive and rapidly growing market, the rivalry
might be high, depending on the number of competitors and product differentiation. In order for a
company to gain a competitive advantage, it is essential to build a loyal customer base and secure
valuable and exclusive partnerships.

B - Marketing Strategy
1. Relationship with customers
Maintaining a strong and positive relationship with clients is of supreme importance for any
business. These relationships serve as the foundation for successful marketing strategies. A strong
client relationship fosters not only trust but also promotes brand loyalty and word-of-mouth marketing,
which can be powerful drivers of brand awareness and customer acquisition.
Because of this, providing a positive experience is considered a priority objective for
CityWander. Econsultancy, an initiative that captures the skills needed to achieve success in digital
marketing and e-commerce, studied what was the most relevant trait to establish a “digital native”
culture. The leading answer was customer centricity with 58% of votes. Yet only 14% of marketers
believe this characteristic is a distinctive feature of their companies, says CMO Council. It is also
important to ensure that you help customers who need support to use the CityWander app, by creating
a FAQ section in it that allows them to ask any question they might have and by having customer
support service.
Moreover, client feedback gathered through good relationships can help to tailor strategies to
meet client preferences and needs effectively and shine a light on their dislikes so that they can
modify. Some of the important customer related data that should be collected encompasses profile data
(age, gender, location, trip history, favorite destinations…), behavior data (time spent on the app,
filters used, pages visited, search queries…), reviews and ratings and user engagement and retention.
The first use of the app can offer discounts made possible by partnerships, as well as referral codes to
share the service with friends.
The ability to adapt and evolve strategic but also marketing efforts based on this feedback is
crucial for staying competitive and achieving marketing objectives.

2. Price Policy
The price policy should consider how the app generates revenue, sets pricing for premium
features, and maintains user satisfaction. CityWander's price policy revolves around offering a

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freemium model, with free basic features and some premium subscription options (ad-free usage
and advanced trip planning tools). Key components of the policy include:
● in-app purchases;
● free trials to give users a taste of the enhanced experience, encouraging them to
subscribe;
● referral or loyalty programs to cater to diverse user preferences and budgets.
Revenue is generated through partnerships, advertising, affiliate marketing, and,
potentially, data monetization with user consent.
Ensuring transparency, flexible refund policies, and data privacy compliance are essential
elements of this policy, striking a balance between revenue generation and user value. Regular
assessment and adaptation of pricing strategies, as well as effective communication with users, are
vital for sustained success.

3. Distribution Policy
Distribution policy is also an interesting topic for discussion when creating a strategic
marketing plan. In this case, it is important to emphasize the idea that offering the service to users does
not involve the use of human resources, and therefore does not require their territorial allocation.
Providing the service via an online platform also means that there are no costs with physical spaces or
problems of geographic adjustment of the service offer.
CityWander's distribution policy outlines how the travel planning app will make its services
and content available to users and partners. The key components include:
● App Distribution Platforms & App Store Optimization (ASO): availability on
major app stores, such as Apple's App Store and Google Play Store, and enhancing
visibility on those;
● Geographic Expansion: launching in new locations and tailoring content and
partnerships;
● Community Engagement: building an active user community can help promote
word-of-mouth marketing and user-generated content;
● Partnership Distribution: leveraging collaborations for exclusive deals;
● App Widgets and Plugins: integrating with partner websites;
● Promotion and Marketing: Advertising on social media and via email;
● Affiliate Marketing: partnering with websites for referrals.

CityWander's distribution strategy adapts to changing market conditions and user needs,
extending its reach and growing its user community through a comprehensive approach to digital
marketing and partnerships.

4. Promotion and Advertising Strategy

A well-crafted marketing strategy acts as a structured plan that guides businesses in achieving
their marketing objectives efficiently. It comprises a deliberate sequence of actions designed to
connect with the intended customer base and establish a lasting edge in the competitive landscape. The
core components of a marketing strategy are
● Market Analysis: it is crucial to conduct a thorough analysis of the market, including
customer needs, competitors, and industry trends. Understanding the market dynamics helps in
identifying opportunities and threats;
● Target Audience Identification: defining the clients of the service is pivotal for tailoring
marketing efforts to specific customer segments;

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 ● Value Proposition Development: a strong value proposition outlines the unique
characteristics and value that the service offers to customers. It helps in differentiating the
brand from competitors and capturing the attention of potential customers;
● Marketing Mix Strategy: this comprises four Ps: Product, Price, Promotion, and Place, a
concept developed by one of the foremost authorities in marketing, Philip Kotler. Crafting the
right marketing mix ensures that the service meets customer needs, is priced competitively,
reaches the target audience through effective promotions, and is available through appropriate
distribution channels.
Most of these topics have already been covered in this report, but one of the Ps, promotion, is
yet to be discussed. It aims to create impactful campaigns through advertising, public relations and
other methods, influencing buying decisions and shaping positive brand image.
Concerning digital marketing, social media marketing (content sharing and ads, for example)
and Search Engine Marketing (SEM) are the more efficient methods for getting the attention of more
consumers, with associated costs presented below:

Table 1 - Main costs in Search Engine Marketing

(Sources: How Much Does Google Ads Cost in 2023? By WebFX and Conversion Rate Benchmarks: Find Out
How YOUR Conversion Rate Compares by WordStream)

Table 2 - Main costs in Social Ads

(Sources: How Much Does Social Media Advertising Cost in 2023? and LinkedIn Conversion Rate: 5 Ways to
Improve Your Ads’ Conversion Rate by WebFX)

Despite this range of possible criteria to consider, CPA stands out as the most relevant
criterion, as it clarifies the real cost of acquiring a new customer. As such, preference will be given to
Google Ads (Search Network). However, in order to make the approach more robust, it was also
considered that some investment will be made in Pinterest, Instagram and Facebook. Nonetheless,
actual conversion rates also depend on the quality of the website and even on SEO (Search Engine
Optimization).
In short, the following marketing plan, with detailed calculations set out in Excel, is the one
that is considered ideal to create the desired traction:

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 Table 3 - Monthly investments in marketing

And, as mentioned before, affiliate marketing and partnerships marketing are also considered
ways of promoting our service. In the long term, it would also be interesting to explore collaborations
with influencers, such as travel bloggers and vloggers to promote the app through sponsored content
and reviews.
Lastly, it is also important to emphasize that none of the solutions presented is necessarily
permanent. Experimentation and iteration should always be a priority so that the ideal solution can be
ascertained.

5. After-sale Service
Given the characteristics of the service offered by CityWander, the after-sales service is mainly
linked to the existence of a customer support system available to help them with any problems they
may face, during and after using the platform.
In addition, the aim is to implement a review and rating system that allows users to
characterize their experience on each trip with a number from 0 to 10. This way, feedback can be
obtained in a direct and intuitive way. Naturally, this feedback would then be used to optimize
CityWander.

C - Sales Forecast
Forecasting sales is a crucial step when starting a company because it helps businesses to
improve their planning of future operations and resource allocation. However, it can be a challenging
process due to the lack of predictive data and subjectiveness of information, such as customer
preferences and future market trends, so it’s especially important to be pragmatic and realistic when
forecasting future sales.
Firstly, it was necessary to determine an active user projection for the next 5 years.
Considering the spending suggested in the marketing strategy and using the respective estimated CPA,
it is expected that the SEMs and Social Media Ads alone will generate at least 377 new users every
month. In addition, studies show that blog posts are helpful in growing travel and tourism websites,
resulting in growth rates between 55% and 67%, so it is assumed that with the contribution of the
app’s content marketing there will be a total of 584 new customer acquisitions each month.
Other effects that need to be considered are the impacts of word-of-mouth and referrals, as
they have been known to generate more than twice the sales of paid media, according to studies by
McKinzey. Considering that the highest conversion rate in marketing tools is 6%, a monthly increase
of 12% in our user pool is also expected. However, there is a loss of users that needs to be accounted
for as well, in view of an industry average retention rate of new app users after the first month of 55%
(Statista Research Department, 2023).
As expected, the app’s active users will grow at an exponential rate, nearing 700 thousand
users by the end of 2028. Given that over 1000 million people used travel booking apps in 2022, this
seems to be a reasonable number of active users to aim for in the next 5 years, considering that it
should increase when improvements in marketing and resource allocation are implemented.

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 Graph 1 - Active user count projections between 2023 and 2028

To predict the revenue generated from users, it’s required to consider the two main streams of
revenue: booking commissions and the premium app feature. Assuming people gravitate towards
CityWander to facilitate their booking experience, it’s reasonable to assume all active users will prefer
to make their purchases directly in the app. Competitors like TripAdvisor charge a transaction
commission of 3%, so it’s assumed that will be the percentage of spending claimed by the app.
According to statistics published by INE (Instituto Nacional de Estatística), the average
tourism expenditure of Portuguese citizens in 2022 added up to 232,5€ per travel. This may seem like
a fairly small amount but can be attributed to most of the registered leisure trips being domestic, result
of a combination of covid consequences and the poor economic state of European countries. For that
reason, as well as the fact that CityWander will be based in Portugal, it’s fair to assume the average
Portuguese consumer as a typical user. It is also important to determine how many people will be
involved in a booked trip per user. Recent studies determine that 55% of people travel alone, meaning
that the rest will most likely embark on a family trip. Considering the average family size of 2,5
members (PORDATA, 2023), we can expect that almost half the trips booked on the app will amount
to 581,25€. In addition, a survey addressed to FEUP students1 indicated that most people travel
between 2 to 3 per year, so the expected revenue of a user is, in reality, 2,5 times higher than the
average trip.
Although the success of the premium feature is harder to predict, new trends indicate that
consumers are willing to pay a premium for the guarantee of a flawless digital experience. Considering
the survey on FEUP students, the premium pricing should be, at most, 2€, and it is assumed that only
15% of users will opt for the paid subscription.
With all considerations, the following sales projection has been calculated, showing, as
expected, that the company’s revenue will grow exponentially in the following years.

__________________________________________________________________________________
1
The answers to this survey can be seen here:
https://docs.google.com/forms/d/e/1FAIpQLSerSp5SIVOk5zxC9d_-gAuBiJpm1fVHrpFDtfFadmkBxn
y6QQ/viewform?usp=sharing

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 Graph 2 - Sales forecast until 2028

Management Plan

A - Operating Plan

1. Description of the productive process and identification of the fundamental

stages
The productive process of a service is completely different from the process of a product. It
does not include the typical stages of the creation and fabrication of a product.
The first stage begins with the formulation of the original idea, which has to be connected to
certain goals that will always be on the mind of everyone in the company. It is important to do market
research, in order to understand if there is a spot in the market for the idea and to find and study
possible competitors (its strengths and its weaknesses). Any business has to comply with law, so there
will also be a legal compliance analysis. Having in mind the idea in question, it will be decided the
first cities that will be in the app, as well as which path the company wants to follow on this subject. In
other words, which will be the criteria and the thought behind the choice of the next cities.
The conceptualization is the phase in which the idea evolves to something more realistic. The
main goal of it is to start thinking how the original idea will turn into a concept, what kind of service
we want to do, what kind of partners we want to have or how we want to operate. There will be a huge
focus in finding our value proposition, so the company is made around it. The main requirements for
the app will be written in this phase.
The next phase involves making the implementation and marketing plans, in other words,
formulating the best way to launch the business and the best way to present it to a client, in order for
him to want it.
Then, it is time for the IT team to start developing the app, one of the biggest tasks in this
production plan. It will be in compliance with the requirements decided in the conceptualization phase.
The first partnerships will be made, according to the type of partnerships we want to pursue and the
first cities that will feature in the app. The marketing team will set in motion the marketing plan, to
make potential users be aware that, in the near future, they will be able to use CityWander and to sell
its value proposition to them. Finally, there will be a pilot test, featuring only one city (with all the
normal itinerary options and recommendations that any city will have in the official app), to make a
first contact with the target public, to receive some useful feedback before launching the final version.
After correcting the errors detected in the pilot test, the implementation phase starts, with the
app launch. The goal is to enter the market aggressively, as well as to keep finding new partnerships
that make our value proposition grow and to start thinking about expanding to other cities.

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 After the app launch, there will be periodical evaluations, adjusting the company strategy to
make it grow sustainably.

2. Calendar and Execution

A detailed plan for the launching of the CityWander service is presented in the Gantt Chart
(Appendix A), with the time estimation of one year.
After defining the project scope and objectives, it is important to conduct a market research
that leads to the knowledge of the target audience and competitors. It is then necessary to check with
legal experts to ensure compliance with data protection and other regulations. The app development
task involves requirement analysis, UI/UX design, front-end and back-end development, testing and
quality assurance and beta testing for user feedback collecting. Alongside this task it is important to
create destination guides, translate content for target regions and quality check for locations. With the
marketing strategy in motion, the app is ready to be launched and user engagement continues to be
encouraged.

3. Productive Capacity
The productive capacity of CityWander is closely tied to its user base and relies on various
critical factors for the company's success: the breadth of the database and geographic reach, the app's
innovation capacity, scalability of functions and servers, the efficiency of the development and support
teams, and the extent and quality of strategic partnerships.
CityWander's strategy enables the attainment of both regional and global economies of scale.
Regionally, optimizing app features and content for different locations enhances its efficiency and
appeal to local users. Globally, sharing best travel planning practices and enhancing user experience
strengthens CityWander's presence in diverse markets.
Moreover, app expansion facilitates the formation of strategic partnerships, both regionally
and globally. Through regional collaborations, CityWander can effectively tailor to local preferences,
accessing location-specific content and recommendations. Global partnerships will contribute to
expanding brand recognition, growing the user base, and bolstering CityWander's international
presence.
However, it's essential to note that with app growth and expansion, operational challenges may
arise, particularly concerning content and partnership coordination across different regions,
necessitating efficient and strategic management to maintain the quality and consistency of the user
experience.

4. Technologies and Equipment Installation

In the context of a travel planning app like CityWander, technology and equipment installation
mainly revolve around the development, maintenance, and infrastructure required to operate the
application. Some of the key aspects related to those topics are:

● Software Development: This involves the creation and maintenance of the mobile app for
various platforms (iOS, Android) and web-based interfaces. It includes programming,
designing the user interface, integrating databases, and ensuring a smooth user experience.
● Server Infrastructure: To run the app, there's a need for server space for hosting the app's
data, ensuring its accessibility, and managing user information securely. This may involve
cloud-based servers, databases, and associated infrastructure.

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 ● Data Security: Implementing robust security measures is essential to protect user data and
ensure data privacy. This includes encryption protocols, secure login systems, and regular
security updates.
● Data Analytics: Incorporating tools and technology for gathering user insights, analyzing user
behavior within the app, and employing this data to improve the app's performance and user
experience.
● Offline Access Capabilities: Installing features that enable users to access certain information
offline requires specific software configurations and infrastructure support.
● Application Programming Interface Integrations: Integration with external services such as
payment gateways, mapping services, or other travel-related platforms can enhance the app's
functionality and user experience. This requires proper setup and maintenance of APIs.

For the installation and implementation of these technologies, a team of software developers,
engineers, database administrators, and IT professionals is required. The installation process involves
software development, server setups, and security implementations to ensure the app runs efficiently
and securely.
Basic softwares for the team like Microsoft Office, equipment (computers, printers…) and
space for working will also be needed.

5. Production Factors
Among the productive resources needed to integrate the company, in the particular case of a
company that offers a service, human resources stand out. These will be responsible for the
development, design, content creation, marketing and customer support of the app, contributing with
their skills and expertise. For that, the investment in training for certain departments like the
Marketing Department and the IT Department.
With company growth, the productive factor, despite remaining human resources, becomes
more focused on the employees who maintain the quality of the platforms and customer service,
bearing in mind that with a brand that is well placed in the market, you don't need to invest so much in
advertising.

6. Quality Control
The quality control process will include data from inside and outside the organization.
One of the main principles of Quality Control in a B2C (Business to Customer) context is
customer focus. So, as mentioned before, each user of the app will have the option to evaluate from 0
to 10 the itinerary given and to give written feedback about it, one day after the end of the trip. If there
is not an evaluation two days after the trip, the user will receive a notification to remind him to make
the evaluation. There will also be the option of evaluating specifically each one of the places
(restaurants, museums, etc.) recommended by the app. The users that make evaluations of any kind
will receive bonuses, like discounts in certain places. Beyond this, there will exist a page for users to
give suggestions of any kind, like new cities to add, different places or activities in the cities that
already exist or feedback about anything related to the app.
Internally, the teams will often have meetings to discuss the feedback received, as well as
share their own vision about the app and the improvements it could have in the future.

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B - Organizational and Human Structure
1. Organizational Structure
CityWander will initially have an organic organizational structure that includes only the
functions that are strictly necessary for the smooth running of the company. During this time it is
expected there will be greater collaboration between employees and a strong overlap of tasks.
The fundamental tasks for the company's operation are the development of the mobile
application, based on constant evolution and the information gathered from contact with its users. In
order to attract users, a thoughtful marketing approach is extremely useful, with a strong presence on
social networks and appropriate strategic alliances.
After the starting phase, the company is expected to grow based on a large number of users,
which requires a higher level of organization. The company will move forward into a functional
structure, in which the functions are organized into departments and where there is increased
specialization of the workforce. The organizational structure can be seen in Appendix B.
At the top of the hierarchy stands the CEO, which is the top executive responsible for the
overall leadership and direction of the company while setting the strategic vision and making
high-level decisions. The CEO works closely with other department heads to ensure the company's
success.
Following, the COO oversees the day-to-day operations and ensures that the company's
processes run efficiently, managing all the departments to meet the company's operational goals and
objectives.
The CFO is in charge of the company's financial planning, budgeting and reporting,
managing financial risks, investments, and ensuring the company's financial health.
The Information & Technology (IT) department is responsible for developing the CityWander
mobile app and related technical infrastructure. It includes the software development team that is
responsible for overseeing the entire development process and ensuring the app is built and maintained
effectively, and the system and database team that ensures the app’s performance, security and data
integrity.
The Research & Development department focuses on innovation and improving the
mobiles app’s features and user experience. This happens mainly through the customer support team,
which allows communication with the users and assists them with any issues or inquiries they may
have while using the app, and then uses the information to upgrade the app.
The Marketing department promotes the CityWander app and attracts users. It is responsible
for creating marketing strategies, managing advertising, and engaging in activities like content
creation and social media management.
The Legal & Finance department, separate from the CFO's office, handles day-to-day
financial transactions, accounts payable, and receivable. It ensures the company's financial records
are accurate and up-to-date and certifies that the company operates within the bounds of the law and
manages legal matters such as contracts and intellectual property.
The Human Resources department focuses on recruitment and on employee onboarding,
training and retainment. They handle personnel-related matters and ensure legal compliance.
The company also has an administrative employee that provides support for various
administrative tasks such as salary processing, document organization and accounting.

2. Subcontracting and Consulting

Firstly, it would be necessary to subcontract technical specialists for the app development. It
would then be necessary to do maintenance and updates. This would ensure the app remains
user-friendly, efficient, and secure.

CityWander | Evaluation of Investment Projects | Master in Industrial Engineering and Management 13

 It will be necessary to use outsourcing services, namely to create content for the app, which
includes information, photos and reviews of the various locations, in order to keep the app's content
fresh. If the app handles financial transactions, subcontracting payment processing and financial
services can ensure secure and efficient payment operations.

3. Training
When it comes to a company's internal organization, the role of the Human Resources
department in employee training is pivotal, ensuring that employees have the necessary skills and
knowledge to perform their job effectively.
Specialized training should be guaranteed, especially in departments where specific tools are
used, such as IT and Marketing. It is also necessary to promote interdepartmental events so that there
is an exchange of knowledge and information, as well as dealing with topics that the company
considers essential to pass on to its employees, such as sustainability and others.
When new employees join the company, there should be a welcoming and integration process,
which facilitates the functioning of the entire company, such as interdepartmental relations and
communication chains.

CityWander | Evaluation of Investment Projects | Master in Industrial Engineering and Management 14

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Appendix A - Gantt Chart

Appendix B - Organizational Structure

CityWander | Evaluation of Investment Projects | Master in Industrial Engineering and Management 17