aimeemumoo

[aimeemumoo]

𝐆𝐄𝐄𝟏𝟔 𝐓𝐚𝐓𝐚'𝐬 𝐀𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧: 𝘈 𝘑𝘰𝘶𝘳𝘯𝘦𝘺 𝘰𝘧 𝘈𝘥𝘢𝘱𝘵𝘢𝘵𝘪𝘰𝘯 𝘢𝘯𝘥 𝘐𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘰𝘯 𝘢𝘴 𝘢𝘯 𝘌𝘯𝘵𝘳𝘦𝘱𝘳𝘦𝘯𝘦𝘶𝘳

Final week blog: When the day of the first venture presentation finally arrived, we were all nervous. Each team had worked hard on their business proposals, and it was time to see if our efforts would pay off. We waited as other groups presented their ideas. One group before us proposed a business model that relied heavily on a mobile application. Unfortunately, their proposal was rejected because the panel deemed it unfeasible due to budget and resource constraints. This worried us because we realized that our proposal, like the rejected one, also heavily relied on a mobile application.

Determined not to face the same fate of rejection, I immediately consulted my friend, a computer engineering student, to explore the feasibility of developing the application within our budget. I asked if developing an application within our budget was possible. He assured me that it was. With renewed confidence, we proceeded with our presentation.

When our turn came, we pitched our business proposal, explaining how TaTa, witth the use of an application, would address the delivery challenges faced by the CMU community. To our relief, our proposal was not rejected. Instead, we received valuable advice from Ma'am Leanne. She suggested making the programmer one of our key partners instead of treating the application development as a standalone cost.

This advice was a game-changer. By including the programmer as a key partner, we not only significantly reduced our start-up costs but also gained access to expert guidance in optimizing app performance, ensuring a seamless user experience, and troubleshooting technical challenges. However, resolving the application issue was just the beginning. Gaining the components for the app presented another set of challenges. We needed to identify the right technologies, integrate various functionalities like real-time tracking, secure payment gateways, and a user-friendly interface. Each component had to be carefully selected and seamlessly integrated to provide a smooth and reliable user experience.

The entire journey in GEE 16 underscored the critical lesson of embracing adaptability and resourcefulness as essential traits in navigating the challenges of business. By listening to feedback, seeking expert advice, and being willing to adjust our plans, we were able to overcome a significant problem that could have otherwise led to the rejection of our proposal. It reinforced the idea that continuous engagement with knowledgeable individuals and remaining flexible in our approach are key to overcoming challenges and achieving success.

To sum it all up, the launch of TaTa and the integration of the application not only marked a strategic shift in our business model but also served as a testament to our team's resilience, innovation, adaptability, and forward-thinking mindset as entrepreneurs. We firmly believe that TaTa will redefine the "pahatud" experience for CMU's students, faculty, staff, and residents, showcasing a prime example of entrepreneurial success by embodying the essence of "Where Convenience Meets Excellence!"

[aimeemumoo]

𝙏𝙍𝘼𝙉𝙎𝙁𝙊𝙍𝙈𝙄𝙉𝙂 𝙏𝘼𝙏𝘼: 𝗚𝗼𝗶𝗻𝗴 𝗢𝗻𝗹𝗶𝗻𝗲 𝗳𝗼𝗿 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗖𝗼𝗻𝘃𝗲𝗻𝗶𝗲𝗻𝗰𝗲 𝗮𝘁 𝗖𝗲𝗻𝘁𝗿𝗮𝗹 𝗠𝗶𝗻𝗱𝗮𝗻𝗮𝗼 𝗨𝗻𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆

Week 4, we ventured back into the challenges at Central Mindanao University (CMU) to address start-up issues and refine our business model. We surveyed our target market to understand the delivery problems they face and how TaTa could offer a better solution. Through interviews with CMU students, we gained valuable insights into their delivery challenges.

The feedback was clear: the current offline delivery systems are cumbersome and time-consuming. Customers expressed frustration with the need for multiple steps, such as phone calls and waiting for callbacks, often experiencing delays. Moreover, the limited selection of eateries and stores further restricted their choices. Many respondents mentioned that they found it challenging to manage their schedules with the existing delivery methods and were disappointed with the lack of reliability. These pain points highlighted the need for a more efficient, reliable, and user-friendly solution.

In response to these insights, we decided to transition TaTa from an offline to an online platform. This shift aligns with our commitment to providing a convenient and hassle-free delivery service. An online application will streamline the ordering process, offer real-time tracking, and provide a wider range of options from local eateries and stores, directly addressing the issues our customers face.

To support this transition, we refined our Business Model Canvas (BMC) to reflect our vision and the needs of our customers. Key partners, activities, and resources were identified to ensure smooth operations, while our value proposition was redefined to emphasize convenience, affordability, and user-friendliness. Our channels include a mobile application for orders, tracking, and customer support, social media for promotions and engagement, and word-of-mouth within the campus community. Our customer segments comprise CMU students, faculty, staff, and campus residents, all seeking reliable delivery options. We are also focusing on building strong customer relationships through 24/7 customer assistance via the mobile application and loyalty discounts with personalized offers. Our revenue streams are diversified, including various fees and partnerships, while our cost structure covers initial capital contributions and ongoing expenses for technology maintenance, delivery operations, legal fees, and miscellaneous costs.

One of the most significant lessons we learned from this start-up experience is the importance of actively listening to our customers' needs and feedback. By conducting thorough surveys and interviews, we were able to pinpoint the exact pain points and areas that required improvement. This customer-centric approach not only guided our decision to transition to an online platform but also ensured that our solutions were tailored to directly address the issues faced by the CMU community. This experience has really shown us how crucial it is to stay connected with our customers to create services that truly meet their needs and expectations.

Transitioning to an online platform is a strategic move to deliver a seamless experience that directly addresses the cumbersome offline systems, delays, limited choices, and other challenges voiced out by the CMU community. We are excited about this transformative evolution and the anticipated positive impact it will bring, revolutionizing the delivery experience for our customers by enhancing convenience, reliability, and overall satisfaction. As team Kilo innovates and enhances this application for our business venture, we introduce new cutting-edge features that will elevate the convenience and reliability standards for CMU's students, faculty, staffs, and residents. With TaTa, we are not just solely delivering products; we are delivering excellence.

[aimeemumoo]

“𝐓𝐀𝐓𝐀: 𝐖𝐇𝐄𝐑𝐄 𝐄𝐗𝐂𝐄𝐋𝐋𝐄𝐍𝐂𝐄 𝐌𝐄𝐄𝐓𝐒 𝐂𝐎𝐍𝐕𝐄𝐍𝐈𝐄𝐍𝐂𝐄!” 𝘝𝘦𝘯𝘵𝘶𝘳𝘪𝘯𝘨 𝘗𝘳𝘰𝘣𝘭𝘦𝘮𝘴 𝘢𝘵 𝘊𝘔𝘜: 𝘉𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘔𝘰𝘥𝘦𝘭 𝘊𝘢𝘯𝘷𝘢𝘴 𝘧𝘰𝘳 𝘊𝘢𝘮𝘱𝘶𝘴 𝘋𝘦𝘭𝘪𝘷𝘦𝘳𝘺 𝘚𝘶𝘤𝘤𝘦𝘴𝘴

Week 2 and 3, our professor gave us the task, "Interview your target market and ask them what problems they commonly face." After conducting interviews with 20 students from Central Mindanao University (CMU) through messenger chat, it became evident that accessing meals and essential supplies posed significant challenges for many students. These difficulties arise from the long distances to markets and eateries, as well as the time-consuming travel required within the campus, particularly during early morning classes and tight schedules. In response to these challenges, the introduction of the "TaTa" delivery service aimed to provide a solution by offering timely delivery of meals and essential items through a user-friendly mobile application. The convenience of the delivery service extends to all campus residents, including those who choose to stay indoors, ensuring that everyone can benefit from the service's accessibility. Team Kilo pitched this venture to Ma'am Leanne and was given some advice and revisions that needed to be done. To enhance TaTa, the objective is to create a business model canvas that integrates the lessons and ideas gained from the venture proposal. This includes transforming the app programmer into a strategic partner rather than solely a service provider and recognizing habal-habal drivers as key collaborators, not just employees.

Business Model Canvas (BMC) is a strategic tool designed to assist in visualizing and analyzing the essential elements of TaTa delivery services. It consists of 9 building blocks: Key Partners include local vendors, habal-habal drivers, and an app developer; Key Activities involve app development, order processing, real-time tracking, customer service, quality assurance, vendor coordination, delivery operations, and marketing; Key Resources are the app development team, trained drivers, vendor partners, legal and compliance officers, marketing team, operations managers, and financial controllers. The Value Proposition offers a convenient and hassle-free delivery service with an intuitive app, transparent pricing, competitive rates, personalized features, and extra income opportunities for drivers. It also supports local businesses and fosters community relationships. Customer Relationships are managed through in-app support, regular feedback collection, personalized service, and robust communication channels. Channels to reach customers include the mobile app, social media, and word-of-mouth. The Customer Segments served by TaTa are students, faculty, staff, campus residents, and everyone else at CMU. The Cost Structure involves major costs such as app development and maintenance, marketing, logistics, and customer support, with Revenue Streams generated through delivery fees, commissions from vendors, and promotional services.

Having this strategic tool means being thorough, organized, and focused on the essential elements that drive our business. It’s about thinking ahead, identifying opportunities, and continuously improving. This strategy goes beyond cost management and revenue generation; it focuses on creating value and fostering meaningful relationships with both customers and partners. By developing a business model canvas, we gain a comprehensive understanding of our delivery service and our customers' needs. This helps us identify pain points, streamline operations, and enhance the overall customer experience. Applying insights from this tool, we can refine the app, optimize delivery routes, improve customer support, strengthen partnerships, and implement targeted marketing strategies. This approach not only boosts customer satisfaction but also drives sustainable growth and success, creating a delivery service that meets and exceeds the expectations of our diverse customer base. I am excited to see how this will unfold and make a positive impact on resolving the problem in the CMU community with “TATA: Where Excellence Meets Convenience!”.

[aimeemumoo]

𝗜𝗡𝗧𝗥𝗢𝗗𝗨𝗖𝗧𝗜𝗢𝗡 𝗧𝗢 𝗘𝗡𝗧𝗥𝗘𝗣𝗥𝗘𝗡𝗘𝗨𝗥𝗜𝗔𝗟 𝗠𝗜𝗡𝗗: 𝘏𝘦𝘭𝘭𝘰 𝘌𝘯𝘵𝘳𝘦𝘱𝘳𝘦𝘯𝘦𝘶𝘳!

Week 1, I entered the GEE 16 class, was absent for a day, and was greeted by a PowerPoint presentation with, 'Hello Entrepreneurs!' in the screen. Our professor immediately asked, "What is the difference between a businessman and an entrepreneur?" I kept silent but already had the idea in mind. One can immediately say that businessmen seek profit, while entrepreneurs not only seek profit but also venture for innovations in the business world. They enjoy creating things and have a strong drive to achieve their goals, as Joseph Schumpeter, an economist from 1934, explained. Entrepreneurship is all about seeing opportunities and going after them, even if you don’t have all the resources you need right away.

After talking about the theory, Ma'am Leanne told us that this subject will be the hardest class we'll ever take, yet at the same time is the most fun we'll have, as commented by the previous students who have taken the class. Well, I, as someone who is eagerly interested in economics and was raised by a father who is also a businessman, was instead excited to take on the challenge.

There are different types of startups discussed, but the subject we are tackling is focused on technopreneurship for big companies like Coca-Cola and tech firms in Silicon Valley. Each type of startup has its own unique set of challenges and opportunities. Understanding these differences is crucial for anyone looking to start their own business.

"Anybody can be an entrepreneur!" Having an entrepreneurial mindset means being strategic, creative, and adaptable. It’s about thinking ahead, facing challenges head-on, and continuously innovating. This mindset is not just about making money; it's about creating value and making a difference. A misconception that is taught differently to us as students is that being an entrepreneur is far different and can only be learned through real-life application and self-learning.

I am looking forward to the next few weeks and the activities to be done. A midyear class with limited time will have a lot of learning. Ready to acquire an "Entrepreneurial Mind!"