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MIS 30020 Project Submission
Group Names David McGloin, Ciaran Ryan, Mark Leigh, Paddy Mooney
URL WebSite http://ultracharge.weebly.com/about.html
Name David Mc Gloin
10390829
Description of Work
List pages 4-9 Introduction, Background
Market Research Opportunity
Presentation
% of Project Work 25%
Name Paddy Mooney
Description of Work
List pages
9-15, 24-25
Marketing Research
Management Team
% of Project Work 25%
Name Ciaran Ryan
11425208
Description of Work
List pages
19-24
Milestones and Goals
Presentation
% of Project Work 25%
Name Mark Leigh
12445078
Description of Work
List pages 15-19
Business Model
Website
% of Project Work 25%

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~Stay Charged, Stay Connected~

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Table of Contents:
Background/Introduction………………………………………………….4
Market Research/Opportunity…………………………………………….5
- Problems/Need
- Solution
- Competitive analysis
- Risks
Marketing Research………………………………………………………...9
- Survey Analysis
- Customer Profile
- Target Market
Business Model……………………………………………………………….15
- Pricing, Branding & Strategic Position
- Media Mix
- Distribution channels & Sales Channels
- Financials
Milestones and Goals………………………………………………………..19
- Expansion Potential
- The Next Steps
- What we have learned from this assignment
Management Team…………………………………………………………..24
Bibliography………………………………………………………………….26

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Background
Advances in technology are growing at an exponential rate. The vast majority of the
world now use smartphones on a daily basis. Tech crunch estimates in 5 years’ time
that there will be 6.1bn smartphone user. That would account for 70% of the world’s
population (Tech Crunch, 2015). Every smartphone user on a daily basis encounters
the same problem, low battery life. As the features in mobile technology become
more advanced, there has been a trend in the reduction of battery life. This has
become a major problem for people in their work and social lives. In this day and age
the public have become dependent on their mobiles and find it difficult to be
disconnected for even a short few hours. In an article published by the daily mail they
found that according to the app locket, a New York based app, the “average user
checks their phone around nine times an hour at peak times. On average, users unlock
their phone 110 times a day and a quarter of people actively use their handsets during
the hours of 3am and 5am”. It is an inconvenience carrying around a charger with you
everywhere you go. In the case of an emergency, and you are stranded somewhere
without access to your phone it can be a huge problem. Work productivity can also be
affected. Many university student across the world do most of their assignments in
their campus libraries. Around exam time it can be a huge ordeal trying to find a
space to sit which comes with a socket to plug in the charger for your laptop.
Introduction
Our company is called Wave. We propose to introduce a new wireless ultra sound
charging technology in a number of areas across Ireland, starting in the Dublin region.
We fully intend to later expand into the global market. There are a number of other
companies in the process of researching into similar technology. We want to be first
movers to the market and build a strong brand position before potential competitors
enter the framework. Our mission statement is to “provide a cheap reliable way to
charge devices for people on the move”. We will introduce our product to areas where
people spend a lot of time waiting around. The main locations where we feel our
product has real value are as follows, Shopping Centres, airports, coffee shops, fast
food chains, waiting rooms, hospitals and universities. There are of course many other

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locations where our product would be relevant. This is the strong point of the
business. It has no limits to how far it can progress. To help understand how our idea
may function, think of a Wi-Fi connection in a public space. Wave will function
similarly. Customers can charge their phone by signing onto our website or
downloading our mobile app. They must first register an account which will be then
kept on file. Customers will then be given an option of signing up for a subscription
or paying for a single use of our service, both of which can be paid for on site or else
online. They will be connected to our device which will be installed in the location.
The area is to get power from the ac electricity outlet which will be emitted through
ultrasound waves straight to the device.
~Market Research / Opportunity~
Problem/Need
There is need for wireless charging in today’s world. The majority of society has
become completely reliant on their devices for day to day activities, be it work or
social. Admittedly there would not be a market for such an idea 10 years ago, as
devices back then could hold their charge longer than a day. According to Geek.com a
typical “smartphone features around five hours talk time on 3G (2-3 times more on
2G) and 150 hours standby time. However, these figures drop sharply when you play
media and games or surf the web” (Geek.com). Customers are currently not
sufficiently catered for when it comes to keeping their devices powered. Carrying
your charger with you wherever you go is not the way forward. It can be a hindrance
having to remember every morning to bring your charger. It is of greater hindrance to
carry it around with you all day, especially when half the population don’t have a
handbag. The problem extends further. Even if you do have a charger with you, many
places do not offer you an ac connection to plug your device in. Our service also
eliminates the annoyance of short cables running from walls which can be a health
and safety hazard.

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There is a need for wireless charging in the market. Wave selling point is not just
convenience. In many cases having a phone or laptop is a necessity, say in an
emergency. When a potential customer is in need of a charging outlet, one can simply
travel to the nearest location and power up.
Solution
The solution is to install our transmitter in a variety of locations across Dublin. We have
selected a number of locations which we will look to build strategic alliances with. The
intention is for customers to pay a 30/60 minute fee to charge their phones, however
they also have the option of signing up to one of our tailored subscription packages.
Our device would be strategically placed in buildings which would power any device
which is registered on our database. In larger buildings, a number of transmitter may
have to be installed to insure a quality signal is sent to our customers. For this idea to
come to fruition, we will need to build strategic alliances with a number of businesses
and entities. These are as follows:
Shopping Centres: Shopping centres are a prime location for our idea. This is where
large segments of the population spend their free time. According to a study carried out
by jcDecaux, a large advertising agency, “On average, shoppers in America visit 2.9
times per month and stay 1 hour and 17 minutes” (jcDecaux). Many shopping centres
also have areas to sit and have breakfast and lunch. Rather than searching for a power
outlet, customers can avail of our service with minimal effort while shopping in
different stores or relaxing over a cup of coffee. As we are focusing our business
initially in Ireland, Dundrum shopping centre is a key target. According to the centres
website, 19 million people visit it annually with a workforce of 5000. This is a lucrative
opportunity for Wave.
Hospitals: Hospitals is another opportunity for Wave. Unfortunately all patients may
not have access to a power outlet, although it would appeal to visitors mainly.
Airports: There would be a huge demand for our product in airports. As we all know
many hours are spent waiting for flights. As playing around on our electronic devices
is a great pass time, battery life can be a major issue. It is our proposal to first target
Dublin Airport as strategic alliance.

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Fast food chains and Cafes/Coffee shops: we will reach out to franchises across Dublin
to install our transmitter in their stores. They will be eager to do so as it will give them
a competitive advantage over their rivals by offering a wireless charging service. This
would be a great pull factor in them attracting customers.
Competitive Analysis
As mentioned above, this idea is still relatively new to the market. There are however
a number of companies who are working in the same field.
Powerbyproxi: This Company focuses on electrical currents that are transmitted from
a mat or electronic bowl- like platform to your device wire-free. This works on
smartphones, tablets and industrial devices.
Qi or Wireless Power Consortium: This is a conglomerate of 150 companies who
have come together. Qi provides wireless charging for up to 300 products. If you have a
Qi device then any Qi charger will work. It uses the same technology as Powerbyproxi, a
mat that transmits waves to the device resting on it.
Mojo Mobility: Mojo mobility is another company that offers charging on the go. It has
developed wireless charging technologies for products ranging from wearable devices to
high power electric vehicles. This is another competitor whose wireless charging requires
the device to be placed on a surface. Mojo Mobility unique selling point is its ability to
charge several devices at once.
Powermat: This wireless charger uses a “ring” that you enable and attach to your
smartphone or tablet. You then place the ringed-in device on a mat and it begins charging.
If your phone is enabled, you can even charge it without the ring. As these companies
mentioned above cannot currently offer what we propose, charging by ultrasound waves
in the air, the current competitive market is free for us to solidify ourselves as market
leaders.

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Risks
New Competitors: As we expect this business to become an extremely profitable
organisation, there will always be the risk of imitation from new competitors. Rivals
will enter the market as they will notice the monopoly our company has created. They
will look to steal market share of Wave by introducing a service of their own, one which
is more advanced or better value. As our company is being built from the ground up,
we do not have the financial might of large tech companies such as Microsoft or Apple.
Should one of these organisations look to enter the segment it would pose a huge threat
to Wave well-being. We will try to counteract this threat in the following manner. As
we will be setting up in Ireland and will place our HQ in Dublin, this will develop brand
loyalty in the Irish market. We will look to make it as easy as possible for the public to
identify with our company. We will do so by spending a significant amount initially on
advertising. Further, Waves strategy is to spread across locations in the country as
quickly as possible. This will fend of competitors from entering our regions as we will
have a strong hold.
Break down in Partnerships: In order for our business model to, we are reliant on external
partnerships to accept our transmitters to be installed on their premises. One potential risk
is a breakdown in any of these alliances. Should one of our major partners (dundrum town
centre for example) decide our service is no longer of value to them our revenue would
significantly decrease. This will not only damage profits, but will also damage our brand
image. Such a risk will be mitigated by building strong relationships with our alliances.
Initially our partners will not receive revenue directly from mobility as it is not feasible for
our start up. We will though promote their business on our website by displaying what
locations have signed up to our venture. This will give our partnerships competitive
advantage over their rivals who do not have access to our service. As our business begins
to grow and revenues increase, we will introduce a profit sharing strategy with our
partnerships. The size of the percentage will depend on the size and customer base of the
location. This will encourage our alliances in enter into contractual agreement with
Wave.
Health and Safety Legislation:As this is a new form of technology, there will always be
doubts about the health issues when transmitting waves throughout public areas. This is a

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concern that we accept fully. We will insure that our company will work in line with FDA
regulations regarding Ultrasound waves. Ultrasound waves are the safest form of radiation
as it is non ionizing. Non ionizing radiation cannot penetrate the skin which renders this
technology harmless. We will use our marketing prowess to educate our customer on the
safety of our service.
~Marketing Research~
Customer Profile
When our service is first launched to the market we believe our customer profile will be
easily defined. We believe that the majority of customers will be business men and women,
and those who are interested in new technologies. When considering customer profiling we
must first consider market adoption. Generally, new technologies tend to be adopted by
few in the beginning and by many when proven to be beneficial. The Chasm (see Figure 1.
below) shows us that there are early adopters who will be willing to try our wireless facility
without being certain of its functionality. This type of customer tends to be tech savvy and
is constantly searching for new technologies. This seems to be a common feature in the life
cycle of products/services in the industry. Apple’s IPhone is an example of a product that
many people buy, at its highest price, in the first few days of its release. We hope to see
similar results with Wave upon its introduction to the market.
Business men and women travelling through airports will be a target customer for Wave
at an early stage. These people tend to rely on their smartphones for business phone calls
Texting and emails. Smart-phones are a necessity if they are to reach deadlines, form
Business contacts, and perform schedule-keeping and checking stock markets. Their need
for battery, coupled with the fact that they usually have a large amount of disposable
income, makes for an ideal customer profile. We expect these customers to be extremely
demanding. They will expect a high quality service for the money they spend. This will
mean that sufficient battery life should be given to the customer's phone in a short period
of time. Availability will be another factor to be taken into consideration .Ideally, we
would like to provide Wave as a 24/h service. This may be costly for us in the beginning,

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so we may only provide the service at boarding gates for two hours before each flight.
This should give the customer sufficient time to charge their devices.
Our future customer profile won’t be as easily recognisable. We intend to serve all
smartphone holders. This opens many doors for Wave and unlimited possibilities.
Question 6 of our survey showed that people tended to use their phones reasonably evenly
across the spectrum of places they use their phones outside the home. All areas of their
lives seem to cause use for their phones and battery life. There doesn’t seem to be one
demographic of people that Wave couldn’t sell our service to. If we can implement a
successful business strategy and acquire a large customer base, there’s no reason Wave
can’t become as common and expected as WIFI is in public areas.
(Figure 1.)
Target Market
Our overall target market will essentially be all smartphone holders. We believe that the
potential market for this service is huge, with great potential for it to go global. Our
original target market is airports, because we believe that those potential consumers

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would view our service as a necessity and so be willing to pay a premium price for the
service. This is the optimum place for our company to base itself and quickly grow.
We will enter the market in Ireland and expand to our neighbours in the UK, and then
continuing to grow into the European/global markets. As the smartphone continues its
domination of telecommunications, so does Wave’s potential. At the end of 2013 one in
five people had smartphones (Business Insider.com) we believe that this trend is set to
grow as the technology becomes cheaper. Some of the poorest countries in the world have
thriving markets for phones. An example of this can be found in Dennis O’Brien’s
company Digicel. It operates in Haiti, a country destroyed by an earthquake in 2010. The
company currently experiences huge profits which is testament to how stable the phone
market is. Wave intends to become a household name. We are contributing to the current
lifestyle trend that people expect from phone service providers- speed and reliability.
Survey Analysis
Please find link to our survey below:
https://qtrial2015q4az1.az1.qualtrics.com/jfe/form/SV_4Z6QMlu9b25r9I
x
Below are the results of most note from the survey.

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It is evident that the majority of respondents are extremely reliant on their smartphones
for daily use. This is an encouraging statistic for Wave as we can deduce that people need
their phones to function normally during the course of their day. We also discovered that
55% of people need to carry a phone charger with them to avoid losing all battery life.
Wave aims to eliminate the need to carry your charger and allow you to remain
contactable on the go.
The survey revealed that 35% of us use our phones for over 2 hours per day, 26% for over
3 hours, and 30% for over 4 hours a day. We feel that this amount of usage, combined with
the phone being switched on, requires a reasonable amount of battery power.

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For question 8 we asked “How often does your smartphone battery run out daily?” We
found that only 10% of people never ran out of battery life. The rest either always ran out
of battery life (30%), or sometimes ran out (60%). Provided phone companies don’t
improve batteries, we see the need for Wave being a substantial one.
We added this question to figure out what people tended to use their phones for and how
it would impact their battery life. The two most battery absorbing uses for a phone came
up as the most common. Again this will work in our favour. The more people make phone
calls and use Apps like Facebook, Twitter and Snapchat, the more our service is required.
This is because using WIFI or 3G (provided by your phone carrier) use a higher
percentage of your phone's battery.
Question 9 was “How long is the battery life of your Smartphone?” This ties in with
question 5 in the sense that applications on smartphones limit the battery to a great
degree. We saw that smartphones lasted between 5-15 hours. This depended on phone
brand combined with usage. We believe there should be a limitless amount of time one
should be able to spend on their phone.

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The intention of this question was to find out where we could locate our service to
maximise its use. Unfortunately, we found that people used their phones mostly at home.
This goes against our business plan of providing Wave in areas like airports, shopping
centres, hospitals, fast food chains and cafes/coffee shops, festivals, universities,
companies, etc.
However, we believe that selling Wave as a product to be sold in homes would not be
worthwhile or beneficial for our sales. This is predominantly due to the economic climate
at present. On average, people have less disposable income due to the global recession.
The cost of the technology and instalment would be too costly for the average homeowner
and this is why we still feel selling Wave as a service in locations with a large foot-fall
would be most profitable for us.
When things begin to improve financially on a global level we may begin to enter this
market. Hopefully by this time we will have built the company up and be able to benefit
from economies of scale to sell Wave as a cheaper product. Technology tends to come
down in price as it becomes more widespread and produced at a cheaper price. Private
residential homes may become a lucrative market for us to enter in the future.

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To get a grasp of how much to charge we tried to find out what customers would be
willing to pay. The answers varied and it seemed as though they weren’t sure what cost
would go into such a service. This could work to our advantage in the sense that we
could charge a high price in the beginning to cover the huge expense that comes with
starting a tech company.
~Business Model~
Price
The market we are entering is essentially a “green-field”, so starting out we will
charge a premium price for our service to help maximize our short-term profits and to
cover some of our start-up costs. We are aware that the technological industry is
forever progressing. We know that there is a strong possibility that there will be
strong movers and in the future we may have to revisit our pricing strategy to retain
customers.
We set out to charge our customers in both of the following ways –

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(1) Customers have the chance to pay on an individual transaction basis, where they
are asked to pay a fee of 2 euro for 30 minutes or 3.50 euro for 60 minutes of wireless
charging. We have set rates accompanied by set fees, so not to over complicate or
pricing model. We could have also charged on a per minute basis but have decided
against this in favour what is outlined above.
(2) We are fully aware that a lot of customers will be regular users of the service. To
accommodate for these circumstances we have also devised a subscription based
pricing model. The subscription based options we offer are as follows :- (a) Monthly
Subscription, which costs a total of 27.50, entitling customers to a total charging
period of 10 hours. Customers have more flexibility with how they use their ten
hours. They don’t have to charge in 30/60 minute blocks like when paying for a once
off service. This means customers are only charge for how many minutes they use. (b)
Yearly premium subscription, which costs a total of 100 euro for unlimited wireless
charging throughout the year. Like with the monthly subscription customers have
more flexibility in terms of how long they want to charge their phones for.
Our service is set to be made available on the UCD college campus and we have
devised a discrimination based pricing strategy to accommodate for this. Students will
be able to avail of a reduced rate of 50 cent per 30 minutes and 90 cent for 60
minutes. We also set out to offer a student subscription which allows students use any
of our charging zones around Dublin unlimitedly throughout the year for a fee of 50
euro.
Branding & strategic position
When forming relationships our company name becomes important as it is something
our customers can identify with. This iconic feature is part of our brand and we should
look at trademarking it to prevent duplication. Wave is a technological solution to a
reoccurring problem. We want to be seen as an extremely reliable and useful service
in the eyes of our customers. Wave wants its customers to know they can rely on them
in times of need i.e. when they forget the charger or are out and about. Hence our
tagline is “stay charged stay connected”, we really need this message to hit home with
our customers. We want them to see our wireless charging service as living with
additional mobility and keeping them connected 24/7. We intend to add value and

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ease to the manner in which commuters and business professionals carry out their
daily activities by fulfilling their growing need to remain contactable at all times.
Wave is entering a “green-field” market and we want to adopt the position of a market
leader, firstly focusing on maximizing our market share in Dublin. Looking into the
future we want to expand our coverage across Ireland to cement our position in the
market by appealing to a larger pool of customers. If there are fast followers in the
market we will have to assess their strategies and act accordingly to remain on top of
our game.
Media Mix
A media mix [1] “is the combination of communication channels your business can
use to meet its marketing objectives”. We want to have an efficient media mix in
place to ensure that right message is being presented to our target audience.
Radio/Tv/Newspapers are traditional advertising methods, which tend to be very
expensive in comparison to other options. There is also no guarantee that you are
going to reach the right audience and therefore we have decided against such
methods. We have set up our own website and believe that this is fundamental to our
business's success. We hope to maximize growth by aiming to increase traffic on our
website.
We also plan to have promotional campaigns with information stalls set up in the likes
of UCD/Dundrum Shopping Centre and Dublin Airport to inform the public about our
service. At Wave we are completely aware of the power of social media and have set
up a company Facebook page and Instagram account, where we can reach a huge part
of our target market. We plan on raffling off monthly memberships through our
Facebook page to create traffic on our page and increase our brand awareness. Going
into the future we will look to use analytic tools in a bid to assess the strengths and
weaknesses of our marketing programmes and media mix. This should help us
increase our return on investment.
Distribution & Sales Channels

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Distribution & sales channels are [2] “the chain of businesses or intermediaries
through which a good or service passes until it reaches the end consumer”. Our
channel of distribution is quite simply: - our service is made available at locations
agreed with partners where it is aimed directly at customers. We have no
intermediaries in that sense and focus on dealing with customers directly. In order to
reach our target audience we have set up our wireless charging zones in popular
destinations and large commuter areas. We need to create strong allegiances with our
partners as they play a crucial role in the launch of our service. In the future we are
aiming to increase the number of key locations where our charging service is
available in a bid to reach more of our target market.
In terms of paying for the service we have a mobile app and website in place.
Customers can simply set up an account on either our website or mobile app, where
they can then purchase voucher codes. These codes are randomly generated and work
almost the same as topping your phone up. We also have a voucher machine stationed
at each of our wireless charging zones. These work like any other machine i.e. you
pay the charge and receive the voucher. Having both online and on-site payment
options gives our customers that extra flexibility.
Financials
In this section we will explore our Revenue Model along with our expected revenue
and expected expenditure.
Revenue Model
All our revenue will be generated directly through the charge of using our service. We
will receive money from both single use payments and subscription fees. We expect
our sales revenue to start off relatively slow in the entry phase. However sales should
grow exponentially from there on is as represented in the table below.
(1)Expected Sales Revenue
Revenues Year 1 Year 2 Year3
1,500,000 8,500,000 35,500,000

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(2) Forecasted Expenditure
Expenditure Year 1 Year 2 Year 3
Set up costs 100,000 1,000,000 4,500,000
Staff costs 90,000 190,000 450,000
Legal costs 30,0000 45,000 55,0000
Production costs 10,000,000 500,000 500,000
Other expenses 20,000 40,000 55,000
Set up costs: These are the costs associated with the installation of our wireless
charging systems. The amount spent will rise from year to year as we look to expand
and set up in more locations
Staff Costs: These are salaries for our production workers, marketing, engineers,
sales, managers, customer care/tech support etc.
Legal Costs: Many relates to paying to patent our valuable intellectual property.
Productions Costs: There is a substantial amount spent in this area in the first year as
a lot of money is put into the developing of the technology. A lot is invested in
research and development. In upcoming years the fixed costs will stay constant.
Economies of scale will also help to reduce variable costs.
General Expenses: These are the day to day expenses of running the business.
~Milestones and Goals~
Expansion Potential

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At Wave, we believe the capacity for our service to grow globally is astronomical and
has the potential to reach billions of people worldwide. Currently, there is no other
company out there that is offering what we offer and we believe that being first
movers in the market will gain us a competitive edge going forward. Today, there are
2.6 billion smartphone subscribers worldwide with an estimated growth of a further
3.5 billion by 2020 and while technology is evolving at an incredibly fast pace,
battery life is something that all smartphones have failed to improve on. As we, as a
generation, are becoming more and more reliant on technology, with people are using
their phones for numerous applications and functions, we are convinced that we have
found a huge opportunity and gap in the market to fulfil customer’s needs. Our target
market is simple; we want to reach anyone, young or old, student or professional, who
has encountered problems with battery life and who are dependent on technology,
thus demanding more. Our service would not only be used for smartphones, but also
for laptops and tablets.
There are many channels of distribution we wish to explore for our service. Targeting
large public areas with a constant flow of people is where we aim to begin. This
would include shopping centres, airports, universities and hotels as we believe that
these are the key places to reach the greatest amount of people in need of our service.
Take for example airports- In 2014, Dublin airport had over 20 million customers
while London’s Heathrow airport had an incredible 73.4 passengers go through its
gates. That is almost 100 million potential customers for our service in one year from
a mere 2 airports. Airports will provide a large portion of our market, not only
because of the huge number of potential users, but also due to new technologies that
allow customers to check in using their smartphones, and people waiting for their
flight constantly using technology to pass the time.
Shopping centres provide a similarly large opportunity for our service due to their
constant flow of customers. Dundrum shopping centre in Dublin, has over 5000
people working in the centre and boasts over 19 million visitors annually to shop eat
and be entertained. Having this service is shopping centres would allow us to expand
to coffee shops, restaurants and even cinemas.
Universities are also a market we would like to target. Students are massive users of
technologies and are constantly using their laptops and smartphones in college to do

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assignments, carry out group work and to meet with their friends. In 2014, University
College Dublin had 32,387 students and over a million hours spent studying in the
library, making this an exciting market for our service.
Originally, we plan on entering the market in Ireland and aim to have expanded to the
UK and Europe by 2016 and the United States and further abroad by 2018. We have
chosen to begin in Ireland as we are all Irish and are very well informed on customer
trends, preferences and areas in which our service will benefit the greatest amount of
users. From the research we have carried out, we have established that this is not just
a problem in Ireland, but a problem that is worldwide and with the number of
smartphones users due to increase and younger generation’s becoming more tech
savvy than ever before, we believe that our market is immeasurable and
incomprehensibly big. This is a service that only Wave offers and with the benefits of
early entrance to the market, we believe that we can stay one step ahead of any
imitators and potential competitors in the future and generate huge profit margins as a
result.
As Wave have no direct competitors, we see this as a huge business opportunity and
one that will be attractive to users and investors worldwide.
The next steps
Going forward, we must find a business model and strategy that will allow us to be
continually competitive in the market and we have great ideas on how to achieve this.
The first thing that must be done is finding the right team to bring this service to the
mark. We are looking for hardworking and dedicated graduates who are eager to learn
and extremely talented in their field. Our team currently consists of four co-founders
and each will be heading a different section of the company when we launch. We will
need to have a Marketing team, sales and distribution team, finance team and a tech
and customer service team. On top of this we will also need to hire engineers and
employees to install the service.
Funding will be something that will be paramount to our success. As our product is so
new and innovative, we believe it will be extremely attractive for investors

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In order for Wave to be successful, it is imperative we ensure that potential customers
are aware that our service exists and the benefits incurred from using our service. In
order to achieve this we aim to run an aggressive marketing and advertising campaign
before and throughout our launch, informing all potential customers of our service
and how it works. In the months preceding our launch, we will put in place a
substantial marketing campaign which will allow us to meet our objectives. We will
begin with a strong digital marketing campaign. This will include a robust and very
active social media presence, content marketing, search engine optimisation and key
word optimisation. Digital marketing is for marketing what Wave is for technology-
It’s the future and as our service relies on customers needing their personal
technology, we decided to advertise mostly online as we feel it has the greatest reach.
Before the launch of Wave, we plan on having our website optimized with Google to
have it appear on the first page of the Google search engine. This is free to do and
guarantees great exposure for our service. Key word optimisation is also something
that must be used. Keyword optimization, simply put, is researching, analysing and
choosing the best keywords to transfer traffic from search engines to your website and
this will be hugely important in ensuring that our website is gaining views from our
attended target audience.
Having a strong social media presence will be the cornerstone to our success. It is
estimated that by 2016, there will be 2.16 billion users of social networks worldwide
giving us the potential to reach billions of potential customers through this platform.
Wave will have a Facebook, Twitter, Instagram and LinkedIn accounts that posts
interactive content daily to engage our customers. We will post information on the
newest locations our service is available in and run competitions to win free charging
time in these locations to entice customers to our service.
Content marketing is another way we plan on engaging with our customers and
making them aware of our service. We will set up a blog and will post not just about
our service but also about recent innovations in technology. We will also offer an
email marketing campaign to users of our website in which we will provide them with
additional information about our service and our company.
Apart from digital marketing, we also plan on using traditional forms of marketing
such as advertising in the locations our service is available in. This will include

23. 23
billboards in Shopping centres, and advertisements throughout airports and
universities also.
Once potential customers are aware of our service, our aim is to make strategic
alliances with different organisations to thrust our service into action. We will begin
by approaching Dublin and Cork airports, Dundrum and Blanchardstown shopping
centres, and University College Dublin and St. Vincent’s Hospital. These are all
locations with large traffic flow in the country we plan to launch and having them on
board would really allow our service to grow and expand
We are aware of the early barriers to entry that exist and that there will be other
factors determining the success of our service. These include technological advances,
pricing, and social factors. With technology advancing at a rapid pace, we must
ensure that our service is being produced using the best, safest and most innovative
technology or fear losing much of our market share to imitators. As our service is not
essential to a customer, we must be price conscious at all times to attract new
customers and encourage old customers to re-use our service. Keeping all this in
mind, we believe that we can take advantage of the social factors at play and the
generations of today fear of being out of touch.
What have we learned from this assignment?
As a group, we found this assignment to be a real eye opener and we learned a great
deal from the whole experience. Our team worked really well together and all agree
that it was our best group experience to date. We were all extremely interested in the
business idea as this is a problem that we and our peers have all experienced in the
past and is a problem that our service can help to eliminate. This really spurred us on
to create a service that could work through ultra sound and benefit anyone who has
also suffered from this problem. We all brought different strengths and weaknesses to
the table and we used these to our advantage by constantly bouncing ideas off each
other. From the assignment, we learnt a great deal about how to turn an idea into an
actual business and we all agree that it takes an incredible amount of hard work and
dedication. Everything has to be taken into consideration-from the initial gap and
need in the market to distribution channels and expansion for the future. We learnt a
lot about the best ways to get our service to the market and the strategies to use to

24. 24
gain as many loyal customers as possible, knowing that imitators would soon be on
our tail. Learning about the technology we would be using was imperative for us and
was the first step we had to take. Although, as business students, we found it to be
challenging at the beginning, we have now all comprehensively grasped it and
understand the concepts involved. We originally considered using magnetic waves but
research has shown that this may be damaging to consumers health and would be
extremely difficult to implement. In order to protect our brand image, we looked to
ultra sound to deliver our service and this was the road we decided to go down.
Carrying out our marketing research on our service was an extremely profitable
experience for all of us. We conducted both a focus group and a survey and we were
delighted that the results corresponded well from both. We learnt that people have
become extremely reliant on technology and have been forced into carrying portable
charges with them on the go. These results made us confident that potential customers
would be willing to pay for our service. We quickly identified a target audience and
market and this helped us immensely.
Proposing accurate financials was something we found to be challenging. We believe
in our service but didn’t want to overestimate financials as undoubtedly, there was
some bias on our part. It was also difficult to estimate accurate financials as the
problem is global and therefore our target market is immeasurable. We made the
decision to launch our service in Ireland as we knew our market well. This decision
allowed us to focus on the finances for Ireland alone first which made the process
easier when looking to expand.
Overall, as a team, we learned a great deal from this assignment. We worked very
hard and met up a twice weekly to go through our progress. Everyone contributed
evenly and the work was delegated well so as to match our strengths.
~Management Team~
The way in which we manage our team is of great importance to the success of Wave.
In the beginning we plan to manage the company between the four group members
and several others who have extensive knowledge of IT. Our business model requires
people who are skilled in both technology and business. All four of our current group

25. 25
members have a reasonable knowledge of the functions of a company because of our
third level education. We have an understanding of sales, accounting, financing and
marketing. We also have entrepreneurial skills and know how to capitalise on the idea
we have. Unfortunately, we lack the computer designing skills required to build a
wireless phone charger. This section of our company calls for a chief technology
officer. Originally we considered outsourcing the design of our product to somewhere
like Silicon Valley, where such innovative technology is being created. We
reconsidered this idea because we felt that there may be problems with the
implementation of our technology and we would struggle to resolve these problems.
A technology officer could oversee all instalments of our product. Initially, we’d need
to employ electricians to install the transistors across the country, as well as having to
employ some tech support staff for over-the-phone diagnostics. The technology
manager could also assist in the setting up pf our company website. We currently
have a reasonable knowledge of how to make a website but more advanced elements
such as credit card payments require someone who has expertise in web design. The
role of the technology manager has huge importance for us and is essential for the
success of the service. If the technology doesn’t work well in the beginning we may
lose reputation and will become an easy target for rivals to replicate our idea.
The management team will be reasonable small in the beginning, however with the
predicted rapid expansion; our team is going to be a fast growing one. We’ve decided
to adopt a global installation team which will not only travel around mounting our
product, but will also train the airport’s electricians to be able to fix any minor issues
that could arise. In the event of any further technological glitches, we will have a fully
designated 24 hour helpdesk situated at HQ to deal with further difficulties. This will
further increase our employment rate in Ireland. While definite figures remain
unknown, we expect our company to grow just as fast as we’re expecting revenues to

26. 26
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