Transforming Beekeeper: Strategy for Sustainable Growth

Asper Consulting Group presents a strategic analysis for Beekeeper's sustainable growth. Key challenges, recommendations, strategic objectives, core values, organization structure, and consumer insights are discussed to target non-desk workers for enhanced user experience. Emphasizing collaboration, simplicity, open-mindedness, and proactiveness are essential for future success.

• Consulting
• Strategy
• Sustainable Growth
• Non-Desk Workers
• Core Values

fmak Follow

Uploaded on Oct 01, 2024 | 0 Views

Download Presentation

Please find below an Image/Link to download the presentation.

The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.

Presentation Transcript

1. Asper Consulting Group BEEKEEPER Emily Sanders Matt Borgford Tanis Brako Carlos Kan Presenting to: Mr. Cristian Grossman, Co-founder

2. KEY ISSUE How does Beekeeper scale and sustainably grow into the future? Introduction Analysis Alternatives Implementation Risks Conclusion

3. KEY CHALLENGES Internal Complexity Financial Stability Positioning Industry Unfocused Perception Monetizing Scalability Introduction Analysis Alternatives Implementation Risks Conclusion

4. RECOMMENDATION Keep customers at heart by targeting non-desk workers Introduction Analysis Alternatives Implementation Risks Conclusion

5. STRATEGIC OBJECTIVES Drive Sustainable Growth Unlock Financial Value Strengthen Client Relationships Introduction Analysis Alternatives Implementation Risks Conclusion

6. CORE VALUES Collaboratio n Tolerance Collaboration: Bring out the best in each other Simplicity Simplicity: Keep it simple Open Mindedness: Bee open Open Mind Proactiveness Proactiveness: Bee proactive Tolerance: Bee brave Beeing true to your core values is paramount for future success Introduction Analysis Alternatives Implementation Risks Conclusion

7. CURRENT ORGANIZATION STRUCTURE Beehive One Employee Experience Focus on UX Dashboards & Analytics Insights on tools Security & Integration IT integration A silo d organization is creating inefficiencies and inhibiting growth Introduction Analysis Alternatives Implementation Risks Conclusion

8. WHO IS THE CONSUMER? End User Low/no access to computers Non-desk workers (80% of hospitality industry) Low loyalty to employer Value convenience and time Use technology in day to day life Users need a solution that is easy to use and fits with their work lifestyle Introduction Analysis Alternatives Implementation Risks Conclusion

9. WHO IS THE CONSUMER? Corporate Companies Seek easy information distribution Desire employee engagement Have multiple employee verticals Need easy to use product that integrates with their business Introduction Analysis Alternatives Implementation Risks Conclusion

10. MARKET TRENDS Increase in Tech Adoption Applications easy to use Highly Adaptive Beekeeper needs to stay aligned with market trends to grow Introduction Analysis Alternatives Implementation Risks Conclusion

11. COMPETITION Non- Desk Workers Desk Workers Staffbase Workplace (Facebook) Dynamic Signal Red e App Yammer BeeKeeper Slack There is opportunity to become a leader in the market Introduction Analysis Alternatives Implementation Risks Conclusion

12. MARKET OPPORTUNITY Current Market Offering Consumer Needs The Sweet Spot There is opportunity in the market to be a leader Introduction Analysis Alternatives Implementation Risks Conclusion

13. ENVIRONMENTAL ANALYSIS Footprint in hospitality Strong technical team Agile Internal complexities Client tenure Resources are thin Strength Challenge Increase in tech Non saturated market Increased mobile use Competition Changes in regulation Employee turnover (clients) Opportunity Threat Introduction Analysis Alternatives Implementation Risks Conclusion

14. ALTERNATIVES Target Desk Workers Target Non-Desk Workers Focus on Hospitality Introduction Analysis Alternatives Implementation Risks Conclusion

15. ALTERNATIVE 1 Pro Con Focus on Hospitality Focus organization on hospitality to more effectively use resources. Introduction Analysis Alternatives Implementation Risks Conclusion

16. ALTERNATIVE 2 Pro Con Target Desk Workers Differentiate to focus on non-desk workers and capitalize on trends in mobility. Introduction Analysis Alternatives Implementation Risks Conclusion

17. ALTERNATIVE 3 Pro Con Target Non-Desk Workers Keep customers at heart by targeting non-desk workers. Introduction Analysis Alternatives Implementation Risks Conclusion

18. DECISION CRITERIA Stay true to core values Core Values Be adaptive to capture market trends Grow the business sustainability Agile Scale Customer Needs Stay true to customer needs Introduction Analysis Alternatives Implementation Risks Conclusion

19. DECISION CRITERIA Focus on Hospitality Target Desk Workers Target Non Desk Workers Core Values Stay true to core values Scale Grow sustainably Agile Bee adaptive Customer Needs Stay true to customer Introduction Analysis Alternatives Implementation Risks Conclusion

20. FUTURE FORWARD Bee the Best in Non-desk Keep your core customer at heart by targeting non desk workers Unlock Financial Value Sustainable Growth Improve Client Relationship Introduction Analysis Alternatives Implementation Risks Conclusion

21. IMPLEMENTATION Realign Structure Refocus Cater to Businesses Secure Clients Work Space Organizational Structure HR Process Bee in the Right Position Scale Sustainably Introduction Analysis Alternatives Implementation Risks Conclusion

22. CATER TO BUSINESS Hospitality Retail Non-Desk Workers are BeeKeepers strength New Market Opportunity Manufacturing Refocus on Non-Desk Business to ensure sustainable growth Introduction Analysis Alternatives Implementation Risks Conclusion

23. ORGANIZATIONAL STRUCTURE Beekeeper New Market Opportunities Hospitality Retail Manufacturing Centre of Excellence in Engineering Align organization to be focused as well as agile and adaptable Introduction Analysis Alternatives Implementation Risks Conclusion

24. ORGANIZATIONAL STRUCTURE INTERNAL CONSIDERATIONS New Organizational Mission Bee the Best in Non-Desk Communication Morning Meeting Memo Outline the new organizational structure Explain purpose HR Policy Standard Job Descriptions Employee Feedback, ie. surveys Communicate with Beekeeper employees to alleviate concerns and ensure alignment Introduction Analysis Alternatives Implementation Risks Conclusion

25. BUSINESS UNIT MANAGEMENT Retail Collaborate to Cater to Business Needs Senior Manager Sales Manager Engineering Employee experience, Dashboards & Analytics, Security & Integration Focused team will ensure service meets consumer expectations Introduction Analysis Alternatives Implementation Risks Conclusion

26. SECURE CLIENTS Yellow and Black Europe, US #Beethechange Marketing Testimonials from Marriott Hashtag #Beethechange Post on Instagram for a prize Employees Hotel Conferences Sales Team Location Build brand excitement for Beekeeper with Non-Desk Businesses Introduction Analysis Alternatives Implementation Risks Conclusion

27. SECURE BUSINESSES PRODUCT OFFERING Flexible Pricing Tiered Pricing App Offerings Employee switch shifts Training Company communication Employee Led Communities ERP Integration HR analytics Offer services that cater to the Non-Desk Employee Introduction Analysis Alternatives Implementation Risks Conclusion

28. PHYSICAL SPACE Short- Offer work from home Use own application to communicate Term Long- Term Find new building in San Francisco The Hive Expand to New York Beekeeper must adapt to its growing employee base and meet employee changes Introduction Analysis Alternatives Implementation Risks Conclusion

29. IMPLEMENTATION TIMELINE Implementation timeline Organizational Structure Home-Office Program Launch Internal Marketing HR Policies Staff and Development Senior staff Junior Staff Sales Force Training and development Marketing Develop/Revaluate Launch Marketing Expenditure Expansion New Office (NY) 2018 2019 2020 2021 2022 2023 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Introduction Analysis Alternatives Implementation Risks Conclusion

30. IMPLEMENTATION COST Investment in '000 2018 2019 2020 2021 2022 2023 Organizational Structure Home-Office Program Restructuring current SF office Opening new offices Internal Marketing Staff and Development Senior staff Junior Staff Compensation Structure Training and development Marketing Advertisements Brand Awareness & Equity IT Software development Total 30 200 0 50 35 100 0 40 10 20 0 25 12 20 0 25 15 0 500 30 18 0 200 30 120 340 700 200 120 180 50 10 360 360 60 12 720 660 70 14 960 840 80 16 1,200 1,020 90 18 1,440 1,200 100 20 4,800 4,260 450 90 200 30 215 40 230 50 245 60 260 70 275 80 1,425 330 300 1,170 350 1,572 400 2,199 450 2,708 500 3,703 550 3,913 2,550 15,265 Introduction Analysis Alternatives Implementation Risks Conclusion

31. ASSUMPTIONS Per user subscription per unit (i.e. hotel in one locaton) = 500 non-desk users Tier Pricing for large and mid size companies Large Mid # of employees >5,000 <5,000 and >1,000 Revenue in MM >USD 100 MM <USD 100 MM Beekeeper Access Fee USD 250,000 USD 150,000 Other revenue Streams: Project revaluation Advertisements Introduction Analysis Alternatives Implementation Risks Conclusion

32. REVENUE PROJECTION Revenue Breakdown Access Fee Per-user Subscription fee Project Customization Advertisements Total Revenue 2018 150,000 750,000 150,000 150,000 1,200,000 1,910,875 2,943,119 3,747,830 4,931,681 5,542,440 2019 456,750 1,081,736 1,568,518 1,751,250 1,939,111 972,000 1,114,470 1,316,628 1,800,658 2,095,132 228,375 386,334 392,129 253,750 360,579 470,555 2020 2021 2022 2023 796,023 583,750 807,963 700,235 Operating Cost Total Cost 1,170,000 1,817,719 2,785,780 3,456,957 4,222,920 4,845,610 Net Profit Net Profit Margin % 30,000 3% 93,156 5% 157,340 5% 290,872 8% 708,760 14% 696,830 13% Introduction Analysis Alternatives Implementation Risks Conclusion

33. SENSITIVITY ANALYSIS NPV of 9.0 MM, multiple of 3.7x Conservative Expected Optimistic NPV of 5.5 MM, multiple of 2.6x NPV of 1.8 MM, multiple of 1.5x 2019 2020 2021 2022 2023 Introduction Analysis Alternatives Implementation Risks Conclusion

34. KPIS AND CONTROLS Indicator How to measure? 2019 2020 2021 2022 2023 Aggregate score of clients and client's employee satisfaction (Max score 10) Client Satisfaction (B2B2E) 7.0 7.5 8.0 8.5 9.0 Business Growth Number of high profile clients 11 13 16 21 26 Profitability Net profit margin % 5% 5% 8% 14% 13% Introduction Analysis Alternatives Implementation Risks Conclusion

35. RISK AND MITIGATION 1- Lack of employee buy-in Investing in relationships and change management Probability 1 2- Eroding of communication across business unit 2 Communication plan and management summit 3 3- Capital intensive Revaluate business unit success and pivot Impact Introduction Analysis Alternatives Implementation Risks Conclusion

36. CONCLUSION Keep customers at heart by targeting non-desk workers Introduction Analysis Alternatives Implementation Risks Conclusion

37. APPENDICES

38. APPENDIX 2018 150,000 1 150,000 11 2019 456,750 1,081,736 1,568,518 1,751,250 1,939,111 3 7 10 152,250 154,534 156,852 14 21 31 2020 2021 2022 2023 Access Fee Number of clients Price for access fee Total number of clients 11 12 159,205 42 161,593 54 Per-user subscription fee Number of users Price for user-subscription 750,000 15,000 50.00 $ 972,000 1,114,470 1,316,628 1,800,658 2,095,132 16,200 18,300 21,300 60.00 $ 60.90 $ 61.81 $ 28,700 62.74 $ 32,900 63.68 $ Project Customization Number of customization Average price per customization 150,000 2 75,000 228,375 3 76,125 386,334 5 77,267 392,129 5 78,426 796,023 10 79,602 807,963 10 80,796 Advertisements Number of clients Average price per advertisements 150,000 3 50,000 253,750 5 50,750 360,579 7 51,511 470,555 9 52,284 583,750 11 53,068 700,235 13 53,864

39. APPENDIX Staff and Development Senior staff 2018 2019 2020 2021 2022 2023 1 1 3 3 1 1 2 3 3 6 1 2 3 6 5 2 8 3 2 2 10 3 17 2 7 12 3 20 1 8 Junior Staff 11 1 3 14 2 5 Sales Force