A business plan for virtual campus using it adoptiontheories: A mobile app for university students in Turkey
Başlık çevirisi mevcut değil.
- Tez No: 717863
- Danışmanlar: Belirtilmemiş.
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2018
- Dil: İngilizce
- Üniversite: The University of Edinburgh
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 94
Özet
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Özet (Çeviri)
Virtual Campus is a business idea of a mobile app that provides its users with all the services they need throughout their university experience. The company's vision is to bridge a service gap in the Turkish market by offering a cohesive app that provides university students with: a) a private social network, b) blogs, c) university-related tools, d) a freelance service platform, and e) a course hub. Literature Review. The literature review addresses behaviour prediction models such as the Theory of Reasoned Action (TRA), IT adoption theories such as Technology Acceptance Model (TAM), and the social learning theory: Innovation Diffusion Theory (IDT). The literature highlights the advantages and criticism of each model providing examples from previous empirical research. Further, the literature introduces the IDT-TAM Integrated Model as a suitable model for predicting the behaviour of users adopting a mobile app technology. However, the model lacks context as a predictor of the app utility. Thus, the IDT-TAM Integrated Model is extended and adopted in this research. Finally, the literature presents the lifecycle of mobile apps and a summary of previous literature addressing attractive features of mobile apps. Design and Methodology. The research methodology is based on the research onion developed by Saunders et al. (2016). It follows a pragmatic philosophy with a subjective ontology. The research adapts an abductive approach and a sequential exploratory research design. That is, it collects data using semi-structured in-depth interviews (qualitative data) with selected professionals and international student's experts, in addition to a survey (quantitative data) distributed among university students in Turkey. The research uses elements from 'case study' and 'survey' research strategies and has a cross-sectional time horizon. Market Opportunity. Virtual Campus targets first and secondary education current university students of all nationalities and academic levels at Turkish universities, and international students who wish to pursue any academic degree at a Turkish university. The Council of Higher Education in Turkey reported 3.9 million current university students in first and secondary education at Turkish universities, and an average of 80 thousand international students in all 186 registered Turkish universities (YOK, 2018). The educational sector in Turkey witnessed a 20% GDP growth in 2016 with Turkish households spending in 2017 on average 3% of their annual income on educational services (TurkStat, 2018). Moreover, Virtual Campus has a number of direct and indirect competitors in the Turkish market. But the app introduces 'accessibility', 'comprehension', 6 COMMERCIAL IN CONFIDENCE and 'exclusivity' as competitive advantages over competitors, and a unique selling proposition of services that only Virtual Campus offers. Regulations. Virtual Campus is recommended to establish a limited-liability company for the added advantages it offers over a personal company. The company should also register its trademark and copyright all of its unique designs to protect its own intellectual property. In addition, Virtual campus is recommended to communicate with universities before using any open-source data to avoid any legal liabilities. Further, the company should comply with the regulations Apple and Google impose over developers before launching an app on their platform. Management Structure. It is recommended that Virtual Campus be financed by an angel investor. The proposed equity ownership is 50/50 percent—50% for the investor and 50% for the two founders. In addition, the company is recommended to have a functionally centralised organisational structure for a management hierarchy. Marketing and Sales. The proposed marketing strategy entails using digital and physical marketing as promotion channels. In addition, it urges on developing and fostering brand loyalty among employees for an effective marketing campaign. The branding strategy for Virtual Campus suggests implementing an umbrella-brand strategy in promoting all of the app services. Nonetheless, it is highly recommended that the founders consider a different name for the venture to avoid having a generic or a descriptive brand name. Operations. The estimated launch date of Virtual Campus on Google and Apple app stores is the 5ht of August 2019. The app is encouraged to be developed by a team of employees and contractors for financial and technical gains. Further, Trello is suggested as a suitable project management tool to be used during the establishment and development phases of Virtual Campus. Financials. Virtual Campus has two main sources of revenue: a) a 20% commission off all the services and courses sold across its platform, and b) in-app advertisements. The company is expected to require an initial investment of $230,000 and to generate its first income in August 2019. Moreover, the company's breakeven point is October 2019 at 350,000 app downloads. Consequently, Virtual Campus is expected to lose in 2019 and make profit in 2020. Risk. The greatest risks associated with Virtual Campus are technical, legal, and financial. However, a plan to mitigate each risk is presented. In addition, it is suggested that Virtual Campus' exit strategy is to either be merged with or acquired by another company. 7 COMMERCIAL IN CONFIDENCE Overall, the study concludes that there is a potential market for Virtual Campus in the Turkish market with future capabilities of expansion in the local and international markets. However, it is recommended that some adjustments be made to the services Virtual Campus provide, and possibly consider adding new tools to reach maximum adaptability by customers in the market.
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