Please read the attached case and provide your answers to the following question:

Question: Prepare a proposal on how you might help them as a consultant.

SHA Scanning 'S WS' was set up in 2014b b two trothers Jake and SaIm, both with INSEND hase They had spotted an opportunity in the market place for small and medium-kized earipanies to iso sorial media data analyties to help with all kinds of market coscarch and to give statre. insigh. Unlike taditional marke:ing research, this type of data amalytis helps orbanisations capture, menstare and anslyse socisl media dists. This enables a closer understanding of speial corlvt'satiuns and terers, lor nxarnale. Using th is dala, models san un buill to he p predic teehaviour and so give irisights nte possitile on arsas ol actian. The spsed arid responsiveness of this appreach is arie of its grestest assets theugh orie of the parceived downides is the inability to know what might be the exact cutcones of the analyses given that it is tolally diclated by the users of solial media. The Loncept te'irid 5M 5tanning was io olier nol culy'dala 'rining' bul slso a corrultanty' serice sugesting exac.ly wial ov do with the tals extracted - a senice not often provided by the large data analytcs organisations. The brothers kr ew that the biggest companies could alford to buy the sofware reeded for both deta mining and the associated arialysis but smaller opelat ons could nc.. Withuut doubt, the two felt that smaller organisations could make better-infomed and more up-tothe-minute decisicns if they were helped by an organisa:ion that had access to the software and, withcut the need to acquire it, offer insights based on that data. he plan was to lease and then poss bly buy the atner expensibe software, depending upon the economics, as the company grew. I hey would then carry out speciic, ta lored research and build a consulting company designed to use the outcomes to help develop builo and refine strategies ard dewelop specific nesponses to key dewolopments in the rarbetalace Examples included tracking brand reputations and prosiding almost instant market feedback ch specific ewents like product recalls. Ihe key difference to the langer, existing coinpetiton was to be the strategic analysis of the marketi and the consult ing offenng built on this. The hmbhers had the heaeft, brtwnon them, of having liwed and woekod an four con'i nents. They were multilingual, 'oung and able to desote their time to theic enbryonic busines5. hey had complementary skills toy Jake was an adept salesman and Sam an excellant and hroad trehnologist and project manager Betwoon them, they had provisusly worked in a wite waricty of industrirs including, iata analytics Co.pled with the skills hnned on thoir $9A courses, they felt they were well equippod to spearhead this concept Frem the start they had clear ideas on market analysis and segmentatien but scon the issue of acdressable rarkets lthose that might he interested in the offeringi and what they ments within those companies we uld be rost likely to buy their services? Tae markets for their services were very diwerse, So after trying the more tracitional approaches, ty sector, for example, they loolert at the more modern segmentation merhods such as these used in the L.S by futurist with their treadisanks and erated their own worsions te hadp identify petcontial srars for their work Initially they suscended in getting in front: af sone bigger companies still not penetrated by the larger data analytios autits as these secmed godd first targets with money. Hewewer, proc intwduesd to the concept, these companies were indeced keen to buy the softwire for Lierrsehus. Thuy retognised the strateyjc mature of buch a purchase and wete loath to outsDurce this. At the staller and medium ene of the market they were sim ilarly sureessful in sesuning tudity meetings lake, the sales nan, tarely lailed in gedirg in front ol the tignt peocle aru tea, despite all their ufinrts, weer and dyer again they met with orly modest s.dccess - rat iri keeping with their expectations. But uridetened and ever proative they called upon agroup of tierids whese bockgrounds might hulp thern to challernge their thirking arud sugses: hus they might improve theit success rate. some of the feedbacs included ident fying that - There were a cosple of large players in the market ffor whem this businass was smallj ant a few very small mayers suggesting that the querall marloet was not lieti large. This raised the quastion watat actually was the size of the current marbet foc the productsi 'Wene SMS asilually crealing a roarket that didnit exist? - Tamet industnes still included a lage number of very big companies. Was it wise to be 'distracted' of them gwen theic lcnge'-term intentions? As a small start-up, would skas have credicility with then? Was this just a market ent'r tactic? - Ore view of the market sugested that it existed because the softuare products did not do theirjehs properly - selling tansic' sofware was not enough. The products nacded to be more estaner oricntot. Oner m-tified, the supposed niche would no loneer rxist. nat analysing it. What it 5N lotused on just dala and ysis, wab thiis an oppertumity? - Who were the buyera within the organisation? How were they responding to the product concept? Were thry thmeatened by it? Wiould they do better in other counthes? - SHS pricing laoked high carr pared to the cas of the basic saftware. It seenad wary unlikely that dients 'Nould pay as much for the data analysis phis as for the preduct - Wias it a lechnical issue? Will incteased focus on lull data integration was dala aralysis being syuenzud but I an the midulu? - Were the adverasing agencies the proden? They prouded reports as part of other contrarts and wor knwen to enntml the market, hut had sct low repertations of what was possible, using cheap tools; this meant dients were not interested. - What prablem was SMS actually resp ving? Perhaps soial media was just nat a priority SRS S fow successes had come ivhere there was a personal, stmng conection wth an ird:vidual - an introduction to a business known to 'feec of positwe feedback from social mec a: - nightclubs tring out nen formats of menus. - views con mobile and phone banking serices - restaurant chairs with tosical ar seasonsl offering - new produt relesses fast feed back - useful far Carponate Social Responsittility wark and reputation anal ysis Dne of the kery outcomes of the indiv dual discussions asked: were SMS cratino a market rathe than just finding one. Were they 'oossing the chasm' rathe'than, as they had believed at the outset, in the bowlyg aliey? Jake ard Sam, sill detormined hus now confused, wanted to green the husinoss Thrir koy backor decided so ne chjertibe assoserr ont of whew they were going was required sn called you in. SHA Scanning 'S WS' was set up in 2014b b two trothers Jake and SaIm, both with INSEND hase They had spotted an opportunity in the market place for small and medium-kized earipanies to iso sorial media data analyties to help with all kinds of market coscarch and to give statre. insigh. Unlike taditional marke:ing research, this type of data amalytis helps orbanisations capture, menstare and anslyse socisl media dists. This enables a closer understanding of speial corlvt'satiuns and terers, lor nxarnale. Using th is dala, models san un buill to he p predic teehaviour and so give irisights nte possitile on arsas ol actian. The spsed arid responsiveness of this appreach is arie of its grestest assets theugh orie of the parceived downides is the inability to know what might be the exact cutcones of the analyses given that it is tolally diclated by the users of solial media. The Loncept te'irid 5M 5tanning was io olier nol culy'dala 'rining' bul slso a corrultanty' serice sugesting exac.ly wial ov do with the tals extracted - a senice not often provided by the large data analytcs organisations. The brothers kr ew that the biggest companies could alford to buy the sofware reeded for both deta mining and the associated arialysis but smaller opelat ons could nc.. Withuut doubt, the two felt that smaller organisations could make better-infomed and more up-tothe-minute decisicns if they were helped by an organisa:ion that had access to the software and, withcut the need to acquire it, offer insights based on that data. he plan was to lease and then poss bly buy the atner expensibe software, depending upon the economics, as the company grew. I hey would then carry out speciic, ta lored research and build a consulting company designed to use the outcomes to help develop builo and refine strategies ard dewelop specific nesponses to key dewolopments in the rarbetalace Examples included tracking brand reputations and prosiding almost instant market feedback ch specific ewents like product recalls. Ihe key difference to the langer, existing coinpetiton was to be the strategic analysis of the marketi and the consult ing offenng built on this. The hmbhers had the heaeft, brtwnon them, of having liwed and woekod an four con'i nents. They were multilingual, 'oung and able to desote their time to theic enbryonic busines5. hey had complementary skills toy Jake was an adept salesman and Sam an excellant and hroad trehnologist and project manager Betwoon them, they had provisusly worked in a wite waricty of industrirs including, iata analytics Co.pled with the skills hnned on thoir $9A courses, they felt they were well equippod to spearhead this concept Frem the start they had clear ideas on market analysis and segmentatien but scon the issue of acdressable rarkets lthose that might he interested in the offeringi and what they ments within those companies we uld be rost likely to buy their services? Tae markets for their services were very diwerse, So after trying the more tracitional approaches, ty sector, for example, they loolert at the more modern segmentation merhods such as these used in the L.S by futurist with their treadisanks and erated their own worsions te hadp identify petcontial srars for their work Initially they suscended in getting in front: af sone bigger companies still not penetrated by the larger data analytios autits as these secmed godd first targets with money. Hewewer, proc intwduesd to the concept, these companies were indeced keen to buy the softwire for Lierrsehus. Thuy retognised the strateyjc mature of buch a purchase and wete loath to outsDurce this. At the staller and medium ene of the market they were sim ilarly sureessful in sesuning tudity meetings lake, the sales nan, tarely lailed in gedirg in front ol the tignt peocle aru tea, despite all their ufinrts, weer and dyer again they met with orly modest s.dccess - rat iri keeping with their expectations. But uridetened and ever proative they called upon agroup of tierids whese bockgrounds might hulp thern to challernge their thirking arud sugses: hus they might improve theit success rate. some of the feedbacs included ident fying that - There were a cosple of large players in the market ffor whem this businass was smallj ant a few very small mayers suggesting that the querall marloet was not lieti large. This raised the quastion watat actually was the size of the current marbet foc the productsi 'Wene SMS asilually crealing a roarket that didnit exist? - Tamet industnes still included a lage number of very big companies. Was it wise to be 'distracted' of them gwen theic lcnge'-term intentions? As a small start-up, would skas have credicility with then? Was this just a market ent'r tactic? - Ore view of the market sugested that it existed because the softuare products did not do theirjehs properly - selling tansic' sofware was not enough. The products nacded to be more estaner oricntot. Oner m-tified, the supposed niche would no loneer rxist. nat analysing it. What it 5N lotused on just dala and ysis, wab thiis an oppertumity? - Who were the buyera within the organisation? How were they responding to the product concept? Were thry thmeatened by it? Wiould they do better in other counthes? - SHS pricing laoked high carr pared to the cas of the basic saftware. It seenad wary unlikely that dients 'Nould pay as much for the data analysis phis as for the preduct - Wias it a lechnical issue? Will incteased focus on lull data integration was dala aralysis being syuenzud but I an the midulu? - Were the adverasing agencies the proden? They prouded reports as part of other contrarts and wor knwen to enntml the market, hut had sct low repertations of what was possible, using cheap tools; this meant dients were not interested. - What prablem was SMS actually resp ving? Perhaps soial media was just nat a priority SRS S fow successes had come ivhere there was a personal, stmng conection wth an ird:vidual - an introduction to a business known to 'feec of positwe feedback from social mec a: - nightclubs tring out nen formats of menus. - views con mobile and phone banking serices - restaurant chairs with tosical ar seasonsl offering - new produt relesses fast feed back - useful far Carponate Social Responsittility wark and reputation anal ysis Dne of the kery outcomes of the indiv dual discussions asked: were SMS cratino a market rathe than just finding one. Were they 'oossing the chasm' rathe'than, as they had believed at the outset, in the bowlyg aliey? Jake ard Sam, sill detormined hus now confused, wanted to green the husinoss Thrir koy backor decided so ne chjertibe assoserr ont of whew they were going was required sn called you in