Assignment 30A - Final Reflection

30A - Final Reflection

The most formative experience that I had in this class was collectively breaking out of my comfort shell and talking to people, particularly those viewed as more successful than me. I learned a lot not only about the assignment at hand but also effective networking which is something I struggled with for a long time. For that reason it is also my most self-accomplished aspect of the class. I learned that when it comes to networking every conversation must have a point- you can't just go in blind and expect the conversation to go somewhere. In my industry, this has helped me to build long-lasting relationships, to the point where since I've joined this class I have been complimented from outsiders of my organization on how well I know and understand the members of my association.

I don't particularly see myself as an entrepreneur. While I learned a lot, I still  do not believe I am creative enough to grow an idea that is all my own. If the question was do I think I would make a good partner for someone who is entrepreneur minded, I would say absolutely, and I am quite fine with that. Not everyone is creative. Sometimes you need someone behind the scenes to help point the creative soul in the right direction, and I believe that is mind. I did learn a lot about business and growth, so I will take that away from this class but I do not believe I will ever classify myself as an entrepreneur, at least not the sole one.

Advice I would give to someone taking this course in the future is to not be afraid to step outside of your comfort zone because you'll probably learn more outside of that zone than in it. I also would want to tell  them to keep their head up and keep pushing. It all seems like a lot at times but there's always a light at the end of the tunnel.

And for you, Dr. Pryor and Brooklyn...

Assignment 29A - Venture Concept No. 2

Venture Concept No. 2

PART 1:

The Opportunity

It's probably happened to everyone: you walk into a restaurant and the server seems like they have an absolute disconnect between the actual function of the restaurant and what is being communicated to you. Sometimes it's not the server's fault; sometimes it is. Regardless of the circumstance it ultimately stems down to a lack of communication or understanding between operational management and their line-level employees. There's often minimal Standardized Operating Procedures outlining something like communication as it's often overlooked as not requiring it. It may not be as prominent in small "Mom-and-Pop" type restaurants and often the higher-end ones require immense training and experience before you're even granted an interview. But those mid-sized, often franchise-owned gems that through their sheer reputation bring in hundreds of patrons daily, is where you find the strongest disconnect. 

Forces & changes affecting this opportunity:

• Advances in technology
• Generational changes
• Shift in restaurant culture trends (ie. the "foodie" atmosphere)
• Private Events

Geographically, this is Nation-wide and affects generally all demographics in terms of how the patron is affected.  Those affected directly by the opportunity with the exception of the restaurant patron is the restaurant itself. 

Currently, platforms and restaurant-based Standard Operating Procedures are in place, as is the direct ignorance of the opportunity itself. The problem still persists, on a large scale, so ultimately as a restaurant owner/manager, any new problem solver should be looked at.

Communication is a "window of opportunity" that never closes as it is consistently and constantly adapting to the surrounding environment. While this may not be the fix, the opportunity will always be there and will be dependent on strong solutions.

The Innovation

The idea that having a service that goes into restaurants provides them with a centralized online platform that communicates directly with all servers, cooks, bussers, etc. smart devices (because let's be real, nowadays every not only has them but uses them while on shift) to notify of changes and things that needs to be communicated. Aside from the platform, my training team will then go into the restaurant, train the staff on how to use it and together come up with a operating procedure that can help to implement the new technology and processes. The team will consist of experienced trainers that have had previous experience in managing restaurants or the hospitality industry, providing a knowledgeable and first-hand experience. Through the idea of a "pow wow", line level employees will work alongside managers to develop a procedure that works best for them collectively, allowing everyone to feel as though their voice is being heard.

Following implementation, we will do "wellness checks" a few months at a time to see how everything is going. If things need to be revisited, they will be addressed or explained further.

Add-Ons:

• Manager Training
• Scheduling Software
• Individual Follow-Up Evalutation
• Leadership Training

One unique perk of our services stems from the idea "Less is more". Sometimes, a company won't need everything the service has to offer, so instead they'll opt for a base package- the Online Platform and a Standardized Operating Procedure put together by our team. This would benefit franchise owners in chain restaurants as they know they will all be getting the same product.

Pricing Breakdown:

• Base: $19.95 per month with one-time Standard Operating Procedure Fee of $50
• Silver Level: $29.95 per month with one-time Personalized Standard  Operating Procedure Fee of $150
• Includes: Platform, Personalized development of Standard Operating Procedure and Follow-Up Evaluation
• Gold Level: $39.95 per month with one-time Personalized Standard  Operating Procedure Fee of $150
• Includes: Platform, Scheduling Software, Personalized development of Standard Operating Procedure and Follow-Up Evaluation
• Platinum  Level: $69.95 per month with one-time Personalized Standard  Operating Procedure Fee of $200
• Includes: Platform, Scheduling Software, Personalized development of Standard Operating Procedure, Implementation Assistance, 2 Follow-Up Evaluations
• Manager Training Add-On: $250 per seminar
• Scheduling Software a la carte: $14.95 per month
• Individual Follow-Up Evalutation a la carte: $75 
• Leadership Training: $300 per seminar

The Venture Concept

Imagine a solution to all this in something as simple as a "Train the Trainer". The Innovation I derived isn't particularly something life-changing. In fact, most average patrons may not even notice it's effect- which is the beautiful part of it. As a patron, you ultimately go to a restaurant with whomever your with to have an experience with them. The restaurant is the location and ambiance, while the company is providing the memories and the laughs. The staff is there to ensure it all runs smoothly, acting as a guide to make your experience at the restaurant meaningful. When it comes down to it, if you didn't notice something about the server, isn't that what makes it good? When you have "flawless" and "seamless" service, it means there were no hiccups (or none that were noticed), so by eliminating these hiccups your consumer satisfaction immediately skyrockets.

"Hiccups" can be broken up as something as simple as the server not being aware of an "86-ed" item to something as large as an overlooked food allergy. 

The Three Minor Elements

The Secret Sauce: Customization. Effective Customization. 

           Other companies have a hard time doing Customization well. We don't. Since all of the trainers have a background in what they're training, they've not only seen it but done it and can guide our clients in the best and most effective direction while still driving the idea of personalization.

What's Next?

            Expansion into larger industries, such as hotels or Meetings. A lot of customer service-oriented roles will see a benefit from something like this, and I would like to see my Platform and Training begin to assist not only Hotel Restaurants but also their Front Desk, housekeeping and other departments. An inclusion that will be added will be a cohesive training across all platforms. As the various departments in a business-class hotel, for example, coexist they also need to have an understanding of how the operating procedure will affect them as a whole rather than individually. This will be a driving force in the next steps.

What's Next For Me?

            After spending some time on the floor and physically doing the training myself (because I ultimately get bored of sitting behind a desk all day and  I hate sales), I would love to spearhead the Hotel movement. I have a very expansive work history with hotels and they fascinate me. Following that, once we are a grounded and stable company, I would like to sell it and live off of what I make from that so I can be a stay at home mom (eventually).

--

PART 2:

The feedback I received was primarily  making sure that the customer understands exactly what I am putting on the table. Selling and marketing tactics will be a huge driving force in this venture. Other things was the focus of the cohesion between the departments in my adventure into hotels. They can all have the same goal, but you may lose something if they don't strive for it together and in the same way. Because of this, the service aspect would be a great help in driving the clientele in this market.

--

PART 3:

I changed the portion bolded about the cohesive training in the next portion of the venture. This was a huge topic of conversation in my interviews as they noted that the similar operating procedure will help to secure accountability.

Assignment 28A - Your Exit Strategy

28A - Your Exit Strategy

Once my company gets off its feet I intend to sell it, but keep shares in it. While I would love to stick around and see where it goes, I also intend to be a wife and mother and that is my main priority. I would say this would occur within the next 10 years.

This strategy ultimately did impact the way I built the opportunity. I never saw my time investment being long term because, as I mentioned prior, I always had the intention of being a wife and mother first. Ideally the sale of this would make enough money to allow my family to live comfortably, and I can still keep a watchful eye while holding the shares.

Assignment 26A - Celebrating Failure

26A - Celebrating Failure

• I fail a lot more than I like to admit and ironically, the thing I'm most afraid of is being considered a failure. The most recent time this happened was actually last Saturday. I was running an event that I wasn't exactly prepared for, and attendees noticed some problems that occurred. Some of these problems were my fault, either by lack of direction or change, or just the wrong idea altogether. I marked it off as a failure, not only in my eyes but also my bosses' eyes. I received a long lecture and am under the microscope for quite a bit now.
• What I learned from it is that regardless of what you have going on you can't let your life get the best of you. I can't sacrifice my job for the well-being of my family. There's system of balance but sometimes you need to make a choice. I also learned that there really isn't anything you can't or shouldn't come back from. Just because I made this mistake doesn't mean I will wallow in it. If anything it will just push me to work harder so I can regain the status I once held in my bosses' eyes.
• Failure is by far the most difficult thing for me. I'm horribly afraid of being labeled a "Failure" so often times I play the road safe rather than taking risks. It's embarrassing, it's hard and if you're not strong willed, the consequences often seem like there is no end in sight. Emotionally, I can't handle it. I cry and I get frustrated behind closed doors but physically in the moment I'm very level-headed and push  my way through the situation.
• This class has taught me that perseverance is the key to success regardless if you fail. Will I take more risks because of it? Probably not, but I think it just stems down to my fear of losing.

Assignment 21A - Reading Reflection No 2

Assignment 21A - Reading Reflection No 2

Makers:  The New Industrial Revolution

1. What was the general theme or argument of the book?

           The general theme was that the younger generation of people are no longer making things but are instead working alongside technology to produce results. The author talks about his grandfather who made a living off of creating things with his hands versus the newer generation's view on production and what they're actually making.

2. How did the book, in your opinion, connect with and enhance what you are learning in ENT3003?

           The author describes the difference in entrepreneurial spirit between what used to be and what is now. It makes the connection that while nowadays people are considering "Entrepreneurs" because they are still creating something and building something, it holds a different weight as 50 years ago when you had to physically produce something with your hands rather than software or some form of technology.

3. If you had to design an exercise for this class, based on the book you read, what would that exercise involve?

           I would actually run a strategic exercise to see how many people's Ventures are actual products vs how many are web-based. I, myself, have a web-based software that solidifies Chris Anderson's argument, about the shift in what and how things are being made, so I would be intrigued to know how many people my age have a different way of thinking.

4. What was your biggest surprise or 'aha' moment when reading the book? In other words, what did you learn that differed most from your expectations?

            The generational gap. I always knew that there was a difference but I didn't quite understand how vastly different my generation vs my grandparents generations actually think. It is noted that our parents/grandparents etc are more interested in working with their hands while this generation's "working with our hands" is programming something digital.

Assignment 20A - Growing Your Social Capital

Assignment 20A - Growing Your Social Capital

Matt Hench

COO and Co-Founder, Shiftnote

• Matt is the Owner of another Software Company called Shiftnote that is a hotel management software. It's also a scheduling platform.  He has an extensive background in Restaurants and hotels.
• Domain Expert, Owner of a successful company similar to the product I'm looking into. Would be considered a competitor.
• I was familiar with Shiftnote from working at my former hotel, so I looked on LinkedIn and found the highest ranking person. I was fortunate to receive a response.
• He gave me some advice on my Venture Concept. I showed him my idea before submitting it (since I'm doing things out of order) and he gave me some feedback on how to tweak it.
• Befriending the competition!! 

John Cola,

People & Restaurant Manager, Ethos Greek Bistro

• John is the People & Restaurant manager of a local mid-sized restaurant that I frequent. He deals specifically with the day-to-day operation and vendor outsourcing. 
• Market Expert; With his background he literally lives and breathes the market.
• I have a close friend who works at the restaurant and she provided the introduction.
• I showed him my first Elevator Pitch and he gave me feedback on both the product and the pitch itself. He noted that my product was good I just need to work on my sales tactic.
• He will provide me with insider knowledge from the other side of the industry.

Cheryl Duke,

Director of Technical Delivery, American Express

• Cheryl provides Credit Card Services to Restaurants. She oversees her team who are experts in the communication.
• Supplier
• She is my best friend's dad's former boss.
• Cheryl gave me advice on selling tactics in the restaurant industry to partner with my interaction with John Cola from Ethos.
• Outside perspective on the best way to get into the industry.

Reflection: This exercise gave me insight into questions to ask next time I am involved in a networking event. It's all about making the most of the interaction. It differed from my previous networking experiences because I had a reason for reaching out to these people. In the past I had just kind of been talking to people with no purpose.

Assignment 17A - Elevator Pitch No 2

Assignment 17A - Elevator Pitch No 2

A lot of the Feedback I received noted that it seemed like I was giving a speech as opposed to an Elevator Pitch, so I tried to tailor my newer pitch to be more "Sales"-y. I also received feedback that the anecdote in the beginning was good but too long so I trimmed it down slightly. I also updated my pricing spectrum to reflect the actual pricing I decided on.

Assignment 19A - Idea Napkin No 2

Idea Napkin No 2

1. You.

Me. Hi, hey, hello. I'm Alexandra Gattuso as you all have already realized. I'm a 24-year old Event Coordinator out of South Florida. I gave you a lot about my background in my first Idea Napkin, so I won't waste your time explaining much more. I've found that the biggest thing about me is my resiliency, especially as I'm sitting here during one of the hardest points in my life trying to talk about what makes me a good fit and sets me apart from others. Ironic. I'm validated by how I'm viewed by the people close to me- my bosses, my family, etc. and my family is my driving force. I aspire to one day be as good a mom as my mom and her mom before her. As I mentioned in my previous Idea Napkin, I plan to specifically be involved in the beginning, but as things take off I would take a step back and let the experts do their thing.

2. What are You Offering to Customers?

Not much has changed on this front. I'm offering a product/service that will ideally aid in correcting a restaurant's communication problems between their staff and management. Not much has changed in terms of the physical product, however based on Feedback I have adapted the product to include a Base Version that will broaden the market to those who don't need the personalized assistance in implementing a standard operating procedure.

3. Who Are You Offering it To?

Specifically mid-level restaurant owners/operators that are in charge of franchises or mid-sized privately-owned restaurants. With the addition of the Base Product, I am able to expand my market to smaller restaurants or other restaurants looking to solidify their operating procedures that aren't in need of a personalized operating procedure.

4. Why do they care?

This idea has not changed from my first Idea Napkin. They care because it ultimately affects their day-to-day operation which in turn affects their revenue. The communication system helps to talk about things that need to be notified of immediately before having a complaint and needing to explore options for compensation.

5. What are your core competencies?

Again, this one is a hard one to answer right now. But I'm going to say the same as what I said in the first Idea Napkin. My background and experience is the most notable thing about me in relation to this business idea. I have first-hand experience as to how operations in restaurants and the like run, so I will be a valuable resource for information.

--

Feedback Memo:

One thing I took away in terms of feedback was the idea to simplify the process. This is where the "base version" came in to play. The feedback I received stated that not everyone would want the personalized system so the base system would be a great tool for them. The second was the expansion of the Market to accommodate smaller and also more well-established markets to connect with the Base version of the product.

Assignment 18A - Create Your Customer Avatar

Create Your Customer Avatar

This is Nick Syriopoulous, a third generation Greek-American born in a suburb of New York in 1964, commonly referred to by his friends simply as "Nick the Greek". Growing up, Nick's parents owned a local Restaurant specializing in serving "Authentic Food from the Mother Country" and he grew up in the environment from a very young age. He'd work the cash register while his Father whipped up his Yia Yia's recipes.

Nick has two siblings: a younger sister who married rich and fulfilled the ideals of every second generation Mediterranean family and an older brother who is a very successful doctor. They both have 2 children leaving Nick with 3 nieces and 1 nephew. 

Nick decided to follow his parents and open up his own Greek restaurant after moving to Florida, hoping to keep the spirit of his family alive through his business. He is unmarried, as he tends to be a workaholic but enjoys his free time at his condo on Fort Lauderdale Beach. He drives a Maserati convertible and is somewhat of a local celebrity in the area due to the popularity of his restaurant and the connections he has in the industry.

Nick's restaurant (adequately named Nick's Greek Bistro) became a successful operation and has been succeeding in the local area for years, however over the last two years he has run into issues between his management team communicating with his staff. He has given over $100,000 in compensation in the last year alone, so he is searching for alternatives to ease the pain of compensation. Originally he attributed it to locals becoming more fussy, however he is beginning to wonder if it is an issue in his internal operation.

--

What do I have in common with the avatar?

Funny enough, I don't have anything in common other than I live in Fort Lauderdale and have a family background in hospitality. Nick is based off a mixture of people I know, have seen, and know of in the local area, but I don't actually have much in common with him. 

Assignment 15A - Figuring Out Buyer Behavior No 2

Assignment 15A - Figuring Out Buyer Behavior No. 2

          Overall, all three interviews provided significant and different feedback about purchasing/subscribing to my product/service. The general consensus between the three was that ultimately the product would be helpful to my market, however it may be a difficult sell if I don't pitch it correctly.

          In my first interview, it was concluded that the best tactic to gain traction is from Business to Business. My target audience is ultimately restaurant owners and operators, and since they are all busy people it is expected that I would be selling to them in person. This would be a traditional method of business agreements by setting up meetings, discussing options and then signing a formal contract. My first interviewer noted that they don't believe I would receive much business from online transaction or simple marketing. Aggressive sales would need to be a driving force.

          In the second interview, they noted that what they would look for in a business like this that would encourage them to purchase the product is results and data. They noted that you can promise things all day long but until you provide physical evidence and success stories it would be a difficult sell. Considering my product is service-oriented, we would need to provide case-studies in which our training techniques worked and customer testimonies to promote it. 

          The third interview proved the most beneficial as it outlined what would validate the subscription as being the right choice. Ultimately it came down to data as well. Positive change and results whether it be through a performance analysis or satisfaction surveys are going to be the tell if they felt the service was worth it. 

           All in all, the consensus that was reached was I need to be heavily data-focused to be able to survive in my market. I would have a hard time selling it from the beginning if I don't speak to the right people and pitch it in the right way and many companies will choose to ignore me unless I can provide specific data and testimonies.

Assignment 25A - What's Next?

What's Next?

Existing Market

What I Think is Next:

The Market that my Training Platform and service is currently affecting is that of the Mid-size Restaurants.  They can opt in to one  of the higher programs to get the most out of the service by receiving a personalized training operation and schedule initiative. Something that I could look into next is a Base version of this product which will appeal to smaller, more established restaurants

that won't particularly need assistance in their implementation of an Operating Procedure.

Existing Market Interviews:

Interview 1:

Q: What do you believe is next in a venture like mine?

A: A physical product you can place in someone's hand. A lot of people don't see value in something they can't feel.

Q: After hearing about my company, what should we be doing that we aren't planning to do?

A: Market it to larger Restaurants and locations. There's more of a market there than you think.

Q: Do you think that having a Base portion of this product will benefit my market?

A:  I think it broadens it now that you have an idea for more established restaurants.

Interview 2:

Q: What do you believe is next in a venture like mine?

A: Broader spectrum. You can move this into other hospitality functions such as airports, movie theaters, etc.

Q: After hearing about my company, what should we be doing that we aren't planning to do?

A: Thinking about the competition in a market like yours. There's lots of things out there like yours, you just need to compare and benchmark them and figure out what sets you apart from the rest.

Q: Do you think that having a Base portion of this product will benefit my market?

A: Yes. Every operation is different and some will like having something more standardized overall.

Interview 3:

Q: What do you believe is next in a venture like mine?

A: Optimizing each level of product you have. Make sure you're getting the most for the customer's money and that they feel they're receiving the max benefit.

Q: After hearing about my company, what should we be doing that we aren't planning to do?

A: Ensuring that you have a good process. The customers will notice if something isn't working, and everything ends up coming down to them.

Q: Do you think that having a Base portion of this product will benefit my market?

A: Yes, but I don't think it will be as detrimental as you think.

--

Reflection:

            Overall I received some good feedback about the next step into my venture. The three opinions I received stated that while the idea of a Base version of the product will be nice for simplicity's sake, there may be consequences and results I'm not entirely aware of.

            The first interviewee stated that it would be a good option as it would expand the market I am already targeting. My current target is mid-sized restaurants that are often franchises and they believe the base version would broaden the market to smaller or more well-established restaurants that are just looking for something solid to put into place.

            The second interviewee noted that every operation is different and that the base option would be a good fit for that reason, while the  third countered with an argument saying that although this seems like a good idea, it may not have as significant of an impact on the market as we think.

            What I've concluded from these interviews is that I will need to do research on the cost benefits of the Base plan to ensure I'm getting the  most and the customer is getting the best bang for their buck, however ultimately it will pave the way for more customers.

New Market

What I Think Is Next:

Hotel Ventures. In many large and upscale hotels, there is an independent restaurant either in the lobby, pool or other area of the hotel. While this would be great for those restaurants in particular, I could see the product and service growing to affect all aspects of the hotel. This could be related to Front Desk, housekeeping, restaurants and Guest Services working together to cohesively notify and ensure clear and effective communication throughout the operation.

New Market Interviews:

Interview 1:

Q: How do you think my product will help customers in your side of the industry?

A: I think it'll help to provide a cohesive way to communicate with each other. A lot of times one department doesn't notify the other and things often get missed.

Q: What kind of adaptations do you think I should make to adapt to the new market?

A: You'll need to more clearly define the training process and scale it to be relevant to each department you're attempting to train. 

Interview 2:

Q: How do you think my product will help customers in your side of the industry?

A: I think it will help immensely in having a singular place to put all necessary communications. Too many properties function solely off e-mail and it's so easy to get things lost in there.

Q: What kind of adaptations do you think I should make to adapt to the new market?

A: I think you should not only work on implementing the operating procedure from line-level to management, but also as a team from management to management department-wide. In my opinion, it's just as important to have the managers understand each other as well.

--

Reflection:

My interviewees were both very open to hearing my ideas about bringing my product into the hotel industry. They brought up some good points about scaling the relevancy to each affected department as they all operate similarly but differently. Ultimately, I believe the move into the hotel industry would be a good one that would be more beneficial than anything.

         I am now looking more forward into venturing  into this side of the industry as I feel it has a lot of untapped potential, particularly in the business-class hotels such a Marriott or Embassy Suites. Having a hospitality background myself, it will be simple for me to adapt the processes and training to benefit the individual department rather than just a restaurant.

Assignment 24A - Venture Concept No. 1

Venture Concept No. 1

The Opportunity

It's probably happened to everyone: you walk into a restaurant and the server seems like they have an absolute disconnect between the actual function of the restaurant and what is being communicated to you. Sometimes it's not the server's fault; sometimes it is. Regardless of the circumstance it ultimately stems down to a lack of communication or understanding between operational management and their line-level employees. There's often minimal Standardized Operating Procedures outlining something like communication as it's often overlooked as not requiring it. It may not be as prominent in small "Mom-and-Pop" type restaurants and often the higher-end ones require immense training and experience before you're even granted an interview. But those mid-sized, often franchise-owned gems that through their sheer reputation bring in hundreds of patrons daily, is where you find the strongest disconnect. 

Forces & changes affecting this opportunity:

• Advances in technology
• Generational changes
• Shift in restaurant culture trends (ie. the "foodie" atmosphere)
• Private Events

Geographically, this is Nation-wide and affects generally all demographics in terms of how the patron is affected.  Those affected directly by the opportunity with the exception of the restaurant patron is the restaurant itself. 

Currently, platforms and restaurant-based Standard Operating Procedures are in place, as is the direct ignorance of the opportunity itself. The problem still persists, on a large scale, so ultimately as a restaurant owner/manager, any new problem solver should be looked at.

Communication is a "window of opportunity" that never closes as it is consistently and constantly adapting to the surrounding environment. While this may not be the fix, the opportunity will always be there and will be dependent on strong solutions.

The Innovation

The idea that having a service that goes into restaurants provides them with a centralized online platform that communicates directly with all servers, cooks, bussers, etc. smart devices (because let's be real, nowadays every not only has them but uses them while on shift) to notify of changes and things that needs to be communicated. Aside from the platform, my training team will then go into the restaurant, train the staff on how to use it and together come up with a operating procedure that can help to implement the new technology and processes. The team will consist of experienced trainers that have had previous experience in managing restaurants or the hospitality industry, providing a knowledgeable and first-hand experience. Through the idea of a "pow wow", line level employees will work alongside managers to develop a procedure that works best for them collectively, allowing everyone to feel as though their voice is being heard.

Following implementation, we will do "wellness checks" a few months at a time to see how everything is going. If things need to be revisited, they will be addressed or explained further.

Add-Ons:

• Manager Training
• Scheduling Software
• Individual Follow-Up Evalutation
• Leadership Training

One unique perk of our services stems from the idea "Less is more". Sometimes, a company won't need everything the service has to offer, so instead they'll opt for a base package- the Online Platform and a Standardized Operating Procedure put together by our team. This would benefit franchise owners in chain restaurants as they know they will all be getting the same product.

Pricing Breakdown:

• Base: $19.95 per month with one-time Standard Operating Procedure Fee of $50
• Silver Level: $29.95 per month with one-time Personalized Standard  Operating Procedure Fee of $150
• Includes: Platform, Personalized development of Standard Operating Procedure and Follow-Up Evaluation
• Gold Level: $39.95 per month with one-time Personalized Standard  Operating Procedure Fee of $150
• Includes: Platform, Scheduling Software, Personalized development of Standard Operating Procedure and Follow-Up Evaluation
• Platinum  Level: $69.95 per month with one-time Personalized Standard  Operating Procedure Fee of $200
• Includes: Platform, Scheduling Software, Personalized development of Standard Operating Procedure, Implementation Assistance, 2 Follow-Up Evaluations
• Manager Training Add-On: $250 per seminar
• Scheduling Software a la carte: $14.95 per month
• Individual Follow-Up Evalutation a la carte: $75 
• Leadership Training: $300 per seminar

The Venture Concept

Imagine a solution to all this in something as simple as a "Train the Trainer". The Innovation I derived isn't particularly something life-changing. In fact, most average patrons may not even notice it's effect- which is the beautiful part of it. As a patron, you ultimately go to a restaurant with whomever your with to have an experience with them. The restaurant is the location and ambiance, while the company is providing the memories and the laughs. The staff is there to ensure it all runs smoothly, acting as a guide to make your experience at the restaurant meaningful. When it comes down to it, if you didn't notice something about the server, isn't that what makes it good? When you have "flawless" and "seamless" service, it means there were no hiccups (or none that were noticed), so by eliminating these hiccups your consumer satisfaction immediately skyrockets.

"Hiccups" can be broken up as something as simple as the server not being aware of an "86-ed" item to something as large as an overlooked food allergy. 

The Three Minor Elements

The Secret Sauce: Customization. Effective Customization. 

           Other companies have a hard time doing Customization well. We don't. Since all of the trainers have a background in what they're training, they've not only seen it but done it and can guide our clients in the best and most effective direction while still driving the idea of personalization.

What's Next?

            Expansion into larger industries, such as hotels or Meetings. A lot of customer service-oriented roles will see a benefit from something like this, and I would like to see my Platform and Training begin to assist not only Hotel Restaurants but also their Front Desk, housekeeping and other departments.

What's Next For Me?

            After spending some time on the floor and physically doing the training myself (because I ultimately get bored of sitting behind a desk all day and  I hate sales), I would love to spearhead the Hotel movement. I have a very expansive work history with hotels and they fascinate me. Following that, once we are a grounded and stable company, I would like to sell it and live off of what I make from that so I can be a stay at home mom (eventually).

Assignment 23A - Your Venture's Unfair Advantage

Assignment 23A - Your Venture's Unfair Advantage

1. Customizable Experience

       V: Allows the customer to feel they're making a decision

       R: Somewhat Rare

        I: Somewhat Imitable

       N: Non-Substitutable

2. Trainers With Restaurant/Hospitality Background

       V: First-hand insight and speaking from experience
       R: Rare
        I: Somewhat Imitable
       N:Non-Substitutable

3. Personalized Training to Fit Needs

       V: Not every organization is different
       R: Somewhat Rare
        I: Imitable
       N: Substitutable

4. Simple Methods for Those Not Wanting to Customize***

       V: Simplicity; For less complex operations, they may want something standard
       R: Rare to have both options
        I: Imitable
       N: Non-Substitutable

5. Personalized "Home Base"

       V: Online location to share training tips and efficiently communicate
       R: Not Rare
        I: Imitable
       N: Substitutable

6. Add-Ons For Enhanced Experience

       V: Customization
       R: Not Rare
        I: Imitable
       N: Substitutable

7. Training Based off a Culmination of other effective training mechanisms

       V: The best of the best ideas
       R: Not Rare
        I: Imitable
       N: Non-Substitutable

8. Personalized Standard Operating Procedure for implementation

       V: Based off needs and wants
       R: Somewhat Rare
        I: Somewhat Imitable
       N: Non-Substitutable

9. Consistent Follow-Up Practices and Training

       V: Not just a one-time-deal, follow-ups and continuous connections
       R: Somewhat Rare
        I: Imitable
       N: Substitutable

10. Manager Training

       V: Promotes further understanding
       R: Not Rare
        I: Imitable
       N: Substitutable

--

My top resource is the fact that I also have a simpler version of the product. Instead of the fully customizable version that is marketed, companies may choose that a simpler more standard version of the program may fit them. This is a valuable resource because it widens the customer group to which would find this product appealing.

Assignment 14A - Halfway Reflection

Assignment 14A - Halfway Reflection

"Tenacity"

1. Tenaciousness is a competency. Some of the behaviors I picked up that helped in maintaining this course I actually already had because of my current strict deadline-based job. A lot of it is setting goals for myself and actually seeing these goals to fruition. I usually start small by completing small portions of a large project with a timeline. I also leave myself a little wiggle room where if I am not able to complete something because something comes up or I just don't feel like doing it, I have some time to make it up without affecting the overall schedule.

2. Tenaciousness is also about attitude. I feel like giving up rather frequently. I have a lot of moving parts in my life and sometimes when one thing takes more of a precedence than the other it's hard to keep up with the others. It can be difficult to remain positive and not let it overwhelm you, but I think ultimately the best thing for you is to feel those occasional moments of feeling utterly consumed because you learn how to overcome it. The past few weeks I have felt this way as my grandmother suddenly passed away and I had to step up and be there for my mom during a time of immense struggle. My family started fighting as they were grieving and planning my grandmother's funeral and it all got to be too much, so I had to actually back-burner my schoolwork and focus on my family and maintaining myself during the busiest month of the year for my job. Ultimately, as things calmed down and I was able to screw my head back on straight, school fell back into place which led me here. It's easy to get lost in the madness- but if you keep looking straight ahead and moving forward (even if you're dragging your feet) eventually it will pass.

3. Three Tips. I mentioned one before- keep moving forward even if you're dragging your feet. Learn from those around you and don't hesitate to ask for advice. Always remember "This too shall pass".

Assignment 13A - Reading Reflection No 1

13A - Reading Reflection No 1

1) a. What surprised you the most?

         The thing that surprised me the most about Steve Jobs was his volatile and often unpredictable behavior. The author notes that he exhibits signs of a personality disorder that went un-diagnosed for quite awhile. In my opinion, I saw signs of bipolar disorder in his obsessive behavior that was often entirely unpredictable. He hated things and people with a passion but alternatively he also loved people and pushed them to be their very best. I had seen the movies (both, with Michael Fassbender and Ashton Kutcher) and knew he wasn't entirely the nicest person, however just how unpredictable he was came as a surprise to me.

   b. What about the entrepreneur did you admire the most?

        His tenacity. He was ousted from the company that he himself created and instead of being depressed and mourning over it, he went on and acquired Pixar and built that into one of the most well-known animation companies in existence, aside from DreamWorks. Every Disney-loving kid/teen/adult knows (and loves) Pixar, and I admire his efforts in taking a small company built on a dream, building it and launching it into what it is today. Along the lines of Pixar, I admire his ability to step back. I believe during his time at Pixar was the turning point for him as a leader. The team had a vision and he had slight input but let them ultimately guide the company to its fruition, all while overseeing the general operation. This was a direct opposite of his approach when working on the MacIntosh with his volatile and expressive opinions. I also admired his simple life when he and his wife married. It is mentioned in the book that his children didn't know that they were rich, and every time I see someone of notoriety living their life that way I admire it.

  c. What about the entrepreneur did you least admire?   

       The thing that I least admired was also the thing that surprised me the most. I disliked the way he spoke to his team, other teams, competitors, etc. His most famous quote that was used the entire book was "This is Shit". I felt that was a harsh and inappropriate way of speaking to people. 

  d. Did the entrepreneur face adversity and failure? If so, what did they do about it?

      I mentioned in part b about his tenacity. Yes, he encountered failure. Many products of Apple that hit the shelves, particularly in the early days, were absolute flops. On a larger scale, he essentially failed at effectively managing his own company and was ousted. The thing I admired most was his ability to keep moving, acquiring Pixar and creating NeXT almost immediately after being forced out of Apple. Instead of moping, he just kept moving until Apple finally came back looking for their visionary.

2) What competencies did you notice that the entrepreneur exhibited?

     Steve Jobs was constantly learning. Throughout his entire career he was fascinated by learning new things and being the leader in the tech industry. This required the constant acquiring of knowledge to remain on top of consumer demands and wishes. Steve Jobs knew what the customer wanted before the customer even knew. He also knew how to motivate people. His team would say "this can't be done" and he would turn around and say "do it" and they would. It was often referred to as his "Reality Distortion Field" because he would, in essence, distort reality and accomplish what was previously thought couldn't be done.

3) Identify at least one part of the reading that was confusing to you.

    I keep coming back to this, but his mood swings were very confusing, as I'm sure it was confusing for the people experiencing them. He would shun people and call them "shit" but in the same day would also motivate and form lasting and meaningful relationships. Maybe it's the mental illness factor that was mentioned in the book, but this was the most confusing part to me. 

4) If you were able to ask the Entrepreneur two questions what would they be? Why?

    Did you ever think about slowing down at any point? --- He constantly had multiple projects and visions going through his mind at any given point, I'm interested to see if he ever thought about slowing down and leading a more simple life.

    Why didn't you let your failures make the most of you? What advice could you give to someone experiencing this? -- Not sure this needs an explanation. I admired this about him and I feel his advice would have been good for some people who needed it.

5) What do you think the entrepreneur's opinion was of hard work? Do you share that opinion?

    This question makes me laugh because he was notorious for making people work overtime to complete a project, and through his "Reality Distortion Field" people were motivated to get things done. I believe at one point in the book they mention the quote "I am a firm believer in luck, and I find the harder I work the more I have of it." I adopted this as my personal motto at the beginning of my career, and five years down the line I find myself having a lot of luck both in my professional and personal life. While I believe people should work hard during their time at work, I also believe in a strong work-life balance. So I would say I semi-share the same opinion.

Assignment 11A - Idea Napkin No. 1

Assignment 11A - Idea Napkin No. 1

1) You:

Hello! I am a 24-year old UF Online Student who works Full Time for a Non-Profit Association as a Full-Time Event Planner. We do 60+ events per year and rarely repeat the same venue, so I am in constant communication with various restaurants and values. I have an extensive Hotel/Hospitality background beginning at the Front Desk and moving up into Sales. For this reason, my skills include creating a friendly atmosphere and I have developed good interpersonal skills. Seeing the various communication styles through my current position, I have noticed both the good and the bad. In fact, for the same event at three different locations in the past three months, I've had what is probably the worst experience, the best experience, and one that simply does not stick out to me. Because of how much the experiences fluctuate, it led me to develop my idea for my product. As mentioned before, this is a Portal that will help to increase communication between management and floor employees. Every change that is made, additions, etc. will send a push notification to all Points of Sale locations as well as the individual employees smart devices they have on them. This will help promote accountability where the employee cannot say "You never told me". Alongside this, a training service would be implemented to help teach the employees how to properly use it, and through this service management and employees will work alongside the team to develop the best way to implement the usage. It'll have everyone on board and allow them feel like their voice is being heard rather than management simply expecting them to do it their way. Should this business idea become a crucial part of my life, I would be doing the initial selling and then implementation while growing a team of salespeople and product coaches alongside me. The product would essentially become my life, at least for the time being.

2) What are You offering to customers?

In theory, I'm offering a solution to their communication problems. This likely won't fix everything but will help to provide the framework to building employee accountability and create an effective process. It would be subscription-based, where the management and employees would have access to the portal based on how long they subscribed for, and additional add-ons would be available based on the amount of departments, how specialized the management wants to get, or if they want to have continuous training over the span of certain amounts of time. The biggest thing that I need to accomplish is figuring out the best way to make restaurant managers and owners recognize that they need this product. 

3) Who are you offering it to?

Restaurant managers and owners. Line-level employees will be affected by the product, but they're not the decision-maker. By appealing to the decision-makers, they can determine if it will be worth it. My target audience would be mid-to-high-level restaurants with 15+ employees. Anything less likely will not have the revenue to find value, and also will have too few employees for it to matter. The larger chain restaurants (such as Applebees, Chili's, etc) will be a difficult sell because they usually have Standard Operating Procedures company-wide. The mid-level chains or individually owned are my primary target (such as Bar Louie, World of Beer, or local chains).

4) Why do they care?

They care because the problem I'm addressing affects not only their day-to-day operation but sometimes their revenue. In cases where a food allergy is not communicated and a guest has an allergic reaction, a potential lawsuit may be pursued. If a guest is notified too late that an item they requested is out of stock because the server didn't know, the guest will likely request compensation. Through the portal I'm providing, it creates a simple and seamless way for employees and managers to communicate non-verbally and eliminate some of these quick situations.

5) What are your core competencies?

For one, my background. I have worked in little rinky-dink hotels on the beach to a world-renowned five-star resort and have experienced a lot, most first-hand. I've given the compensation myself and have been the one to be written up for a mistake that was not communicated to me. I always felt like there was room to grow where communication is concerned. Even with my position now, I see it as it's happening where I ask one server a big question and then I am asked the same question by someone else. One thing about the product itself I think is unique is the service that is associated with it. It sets itself apart because there's all sorts of Portals out there, but few come with a training opportunity that will allow employees and managers to create an operating procedure that pleases both.

--

I believe all aspects fit together with my product, although I believe the service-end may be a tad bit stronger. While most people will utilize the product itself, what is unique is the customized training that is provided. This may cause a future where people will use the service more than the product as I feel it could cover a variety of things including management/leadership training, and other difficult areas where developing and efficiently implementing Standard Operating Procedures has proven to be too much.

Assignment 9A - Testing the Hypothesis, Part 2

Testing the Hypothesis, Part 2

WHO: 

• Through speaking with my five interviewees, I found that although my product applied directly to Restaurants, there were some restaurants that didn't apply, based on size and revenue production. Two of my interviewees brought up points about "Mom and Pop" type establishments, the example being given as a bagel shop. It's small enough and has few enough employees that their communication styles would differ (and likely be more efficient) than those with numerous employees.
• One interviewee stated that Restaurants that do not produce a certain threshold of revenue would benefit simply because they cannot afford it. This coincides with the size of the Restaurant as well.
• Another point brought up is current training methods already in place. If a restaurant already has a strict and effective Operating Procedure, they would likely not invest in something that they already have. If a restaurant feels they communicate well and have an efficient way of doing things they will shy away from the product.
• A point was brought up that this product/service can also expand from being exclusively Restaurants to service hotels/theme parks/other hospitality-related teams as it requires large scale communication to ensure these run smoothly.

WHAT:

• This solution is designed to promote better communicate, not better management. It is a tool that can be used to assist in managing and create better energy,  however it will not "fix" a bad manager.

WHY:

• In some ways, I believe there isn't a need, and with others, it's in a different way. For example, the "Mom and Pop" type establishments likely don't need a new communication method as they're size is pretty telling. The ones that cannot afford it need it the same way, but cannot afford it so they would need to look for it in a different method. Those that currently have a successful operating procedure likely still have the need as well, but there's always opportunity to refine your communication style to adapt to the ever-changing environment.

                                   Inside the Boundary                           Outside the Boundary

Who is In        Mid-size to Large Restaurants with            "Mom & Pop" type establishments

                         a specific hierarchy                                     where everyone picks up each other's slack

                         Large chains & Franchises                          Restaurants that do not produce enough 

                                                                                              revenue to pay for it

                         Other hospitality avenues- hotels,               Locations with efficent & effective 

                         theme parks, multi-departmental                 Standard Operating Procedures

What                An effective and efficient method of          A "fix" for poorly trained or under-

                         communication between management        qualified managers

                         and employees on the floor.         

Why                 Haven't found an Operating Procedure that works

                         Lack of direction from owners or General Managers

                         Too many employees/too much going on

Assignment 10A - Elevator Pitch 1

Assignment 8A - Solving the Problem

Assignment 8A - Solving the Problem

• I was unable to complete Assignment 7A in time to publish as I was out of town for a conference related specifically to my industry, and therefore not my prototypical customer. After doing the assignment on my own, my hypothesis is as follows:
• "There is a disconnect in communication between managers and line-level employees when a significant change in standard routine occurs".
• By "significant change", I mean that there is a variation from the norm- ie. someone in a party has a food allergy, a large event is booked/comes in, an emergency occurs.
• My solution to this problem is a Portal in which a restaurant can communicate and assist with these changes to ensure everyone has the correct information. A Standard Procedure that typically occurs already is a "Pre-Shift meeting" between employees and managers, however throughout the shift things continue to change, so the information sometimes becomes outdated.
• Through the portal I am proposing as a solution, this can be a webpage in which each server, dishwasher, manager, etc. has a login that communicates directly with their smart phone. The login stores email and phone numbers and sends push notifications in place of sending texts or e-mails so as these intermittent changes occur, a manager or administrator can update and send a notification to those activated on shift. It will then be up to the responsibility of the server or dishwasher to check their phone intermittently to receive these updates.
• For example- a Networking event of 100 people is booked for 1 week from the current date. As a manager, you will send a notification to the entire staff notifying of a large party and specific requests that are noted. Day of, an automatic notification is sent to all those on shift reminding them of the large party. Throughout the week prior, drink and food that has run out or been replaced is added/removed from this portal so come the day of the event, you can ensure everyone has everything they need. The client's name is included as well as a picture so that all staff can recognize when the Client arrives and make sure their needs are met.

Assignment 6A - Identifying Opportunities in Economic and Regulatory Trends

Identifying Opportunities in Economic and Regulatory Trends

1. Economic- The Bond Market Is Giving Ominous Warnings About the Global Economy

• Source: https://www.nytimes.com/2019/05/29/upshot/the-bond-market-is-giving-ominous-warnings-about-the-global-economy.html
• I believe an opportunity exists because the article uses comparisons from past economic downturns and also compares the economy to other countries'. The article looks at Current Events and how it could have an impact on this trend and compares it in detail providing explanation.
• I believe the prototypical customer will be the consumer in the United States. The article outlines that the current trends in the Bond Market is signifying the beginning stages of an economic downturn, so the consumer needs to be aware of it. This will likely affect home-buying, loans, and other government-subsidized programs.
• In  this case, I believe the opportunity is going to be easy to exploit as although the notifications are subtle, the majority of the country is already planning for the next recession. The alertness will make it easy to capitalize on the opportunity presenting itself.
• As a young adult in the process of getting out of the Rental Cycle and looking to buy a home, I identified this opportunity because a Recession will lower the price of homes, especially in my area. Both my fiance and I are in a stable position at work that will not be affected by economic downturn, so a recession affecting the home-buying industry will likely do more good than harm for people like us. However, although it may potentially benefit us, it may cause an issue for those in other fields that will have a direct impact, such as real estate or construction.

2. Economic- This Boutique Bike Shop Shows How Trump’s Tariffs Can Hit the Little Guy

• Source: https://www.nytimes.com/2019/05/29/business/pello-bikes-china-tariffs.html
• I believe there is an opportunity because the article uses actual numbers and cites specific examples in the form of using a small bike business as an essential Case Study. The article takes prior sales and compares them to the company's current numbers to identify the trend with President Trump imposing higher tariffs in relation to trade with China.
• The prototypical customer, in this case, would be the small business owners who get their product from China. They see the most direct connection with the tariff due to them importing their goods or manufactured product from China, so the opportunity would make them the most identified customer.
• The opportunity will be difficult to exploit, as it has to do with government-approved tariffs. Finding an opportunity to benefit these small business owners would require the entrepreneur to not cross any wires with the government, causing it to be more difficult to see it come to fruition.
• I identified this opportunity because quite a bit of the members of the association I work for are small business owners. We have a variety of membership types, ranging from contractors to suppliers, and I believe all parties would be affected by this. The suppliers would see a direct connection if they are getting their product from China and would thus need to increase their cost to make up for it. The contractors would then need to pay them more for their product due to the rise in tariffs.

3. Regulatory- Federal Travel Regulation; Clarification of Payment In Kind for Speakers at Meetings and Similar Functions

• Source: https://www.regulations.gov/document?D=GSA-FTR-2019-0006-0001
• I believe there is an opportunity here based on the specific requirements outlined in the Regulation. Speakers who are traveling for the purposes of a convention or meeting usually receive "in kind" donations and this regulation is proposing a change in the parameters of what is included.
• The prototypical customer would be the Speakers themselves, as this regulation has a direct influence on what they are allowed to receive as "in-kind" donations. As such, they are not able to receive a waived or discounted registration fee in regards to expensing their travel.
• The opportunity would be difficult to exploit as there is a lot of gray area associated to "in kind" payment and donation. 
• I identified this opportunity as an event planner because we often have speakers and guests at our events which we allow in for free. If this goes through, they must pay the full price and expense it in order for them to participate in speaking.

4. Regulatory- Safety Zone for Fireworks Display; Patapsco River- Middle Branch, Baltimore, MD

• Source: https://www.regulations.gov/document?D=USCG-2019-0267-0001
• I believe there is an opportunity in this regulation because they are planning on closing off an entire portion of the River due to the Fireworks celebration. This route is often used as travel and could potentially cause delays if it is closed for too long or at the wrong time of day.
• The prototypical customer would be those that use the Patapsco River as a method of transportation- ie, small boats and cargo barges.
• The opportunity would be easy to exploit as this is only during a set time of day to make room for Fourth of July fireworks.
• I identified this opportunity because I enjoy watching fireworks, particularly over bodies of water. I know a similar regulation must be in place for the annual Thunder Over Louisville fireworks display in Louisville, Kentucky so I found this regulation interesting.

Assignment 5A - Identifying Local Opportunities

Assignment 5A - Identifying Local Opportunities

1. "Hotel rooms going super fast - Super Bowl in Miami expected to draw tens of thousands of visitors" -- https://infoweb.newsbank.com/apps/news/document-view?p=WORLDNEWS&t=pubname%3ASFLB%21Sun%2BSentinel%2B%2528Fort%2BLauderdale%252C%2BFL%2529/year%3A2019%212019/mody%3A0522%21May%2B22&f=advanced&action=browse&format=text&docref=news/173946D508F0B628

• This article, dated May 26th 2019 outlines South Florida's need for hotel rooms in anticipation of the Super Bowl to be held at Hard Rock Stadium in February of 2020. The article states that most mid-to-high end hotels & resorts in both Fort Lauderdale and Miami are already sold out a week in advance of the large event, and South Florida is anticipating even more demand. New hotels are opening, such as Fort Lauderdale Beach's The Dalmar as well as the new Guitar-Shaped Resort at the Hard Rock, creating additional lodging space, but it is anticipated that AirBnB will be a resource that is heavily relied on during this time as well.
• The problem stated in the article is an overall lack of accommodation space to house the amount of people potentially attending the Super Bowl. Even with new resorts opening in time for the event, South Florida faces a problem not only in housing attendees but also in transportation surrounding the event. 
• Those attending are facing the problem mentioned above. The article states that when Atlanta held the SuperBowl, airport TSA Agents saw over 100,000 attendees pass through the gates. Geographically, Atlanta is more desirable and accessible than Miami, so it is anticipated that the airports will see more traffic than before. These people flying in from out of town are facing difficulty in finding accommodation as the rooms that are left available are skyrocketing in price, including lower-end hotels (such as the Choice Brand or Comfort Suites), and are creating a problem for those trying to travel.

2.  "LauderTrail would offer pedestrians safe refuge - Plan to create 7 miles of urban trails offering shelter from cars in the works" -- https://infoweb.newsbank.com/apps/news/document-view?p=WORLDNEWS&t=pubname%3ASFLB%21Sun%2BSentinel%2B%2528Fort%2BLauderdale%252C%2BFL%2529/year%3A2019%212019/mody%3A0526%21May%2B26&f=advanced&action=browse&format=text&docref=news/173A9924AAF59EA0

• This article, dated May 26th 2019 talks about a proposed set of trails that will connect various cultural sites, parks and historical landmarks to each other in a pedestrian and bicycle-friendly manner. The City of Fort Lauderdale intends to do this through a series of "trails" that will weave throughout the city in the forms of separate bike paths with specific "LauderTrail" indicators, a bike lane separate from vehicular traffic, and potentially bridges and tunnels that connect through busy areas. Ideally, they would see this take you all the way to the beach via the 17th Street Causeway and allow for pedestrian traffic to coexist with vehicular traffic without one interfering with the other.
• The problem that this is attempting to fix is the amount of vehicular accidents that have affected pedestrians and cyclists in Fort Lauderdale. South Florida encourages people to get out and walk or ride a bike (or "scoot" if you're in Downtown Fort Lauderdale and find an electric BIRD scooter) and over the years, we have seen an increase in pedestrians and cyclists being killed by motorists. The article proposes a solution that is a win-win for both pedestrians and motorists, as the trail that is being proposed is neither a hindrance to motorists, but also allots a designated area for pedestrian traffic.
• Those facing the problem are both the pedestrians and the motorists. While the pedestrians run the risk of potentially being struck by oncoming traffic, motorists also experience pedestrians not using designated crosswalks or J-Walking due to inconvenient street and crosswalk placement. Both of these parties face the problem with each other and would see a benefit from this solution.

3. "Coral reefs getting rescue nursery in South Florida" -- https://infoweb.newsbank.com/apps/news/document-view?p=WORLDNEWS&t=pubname%3ASFLB%21Sun%2BSentinel%2B%2528Fort%2BLauderdale%252C%2BFL%2529/year%3A2019%212019/mody%3A0524%21May%2B24&f=advanced&action=browse&format=text&docref=news/1739F1F84BF75AC0

• This article, dated May 24th 2019 explains an unknown disease that is killing off Coral Reefs in South Florida. This dangerous disease is harmful not just to the coral, but also to the entire ecosystem that resides in the Reef. As the Coral die off, the fish and other sea creatures that inhabit the Reef leave in search of another, more fruitful home. In the article, marine biologists transported parts of the Coral Reef to the Ocean Campus of Nova Southeastern University where the Coral will be housed in tanks while the sunlight and environment is monitored. It is hoped that through supervision, researchers will be able to determine what is causing the disease and attempt to preserve what's remaining of the Reefs.
• The problem identified in the article is the Unknown Disease that is killing off the Coral Reefs. Researchers have been unable to determine what causes the disease or what the disease is, so they are attempting to monitor the reefs in the hopes they can dissect how to cure it.
• Strangely, those that have the problem are the Coral Reefs. I can't exactly define this as a "market" because this is an environmental problem. Going hand in hand with the Reefs, I guess you can say that the marine biologists working on this are also affected by this problem in their attempt to preserve the marine life in these Coral Reefs.

4. "Work started on Orlando to Miami rail line" -- https://infoweb.newsbank.com/apps/news/document-view?p=WORLDNEWS&t=pubname%3ASFLB%21Sun%2BSentinel%2B%2528Fort%2BLauderdale%252C%2BFL%2529/year%3A2019%212019/mody%3A0523%21May%2B23&f=advanced&action=browse&format=text&docref=news/17399B159F542058

• This article, dated May 23, 2019 talks about the expansion of Virgin Trains, formerly Brightline, from solely South Florida to include Orlando. The idea is that the train will connect South Florida to 4 or 5 different locations in Orlando, including Disney, Universal Studios, Downtown and others. There is a 36-month schedule on the project and it is anticipated to be completed in 2022. There is also discussion of other locations, including a Treasure Coast stop and a Tampa stop as well.
• The problem that this article relates to is that of poor public transportation opportunities in South Florida. Prior to the addition of Virgin Trains, the only public transportation available was City busses, the Tri-Rail, or the Amtrak, all of which are very outdated with questionable cleanliness and may include routes that are not conducive to taking those options. The addition of this rail-line has already impacted the community as it provides a safe and modern way to travel the counties. I, myself, have used the Brightline from Fort Lauderdale to Miami on multiple occasions and think it is a great option to avoid the treacherous drive on I-95 to Miami.
• Any driver or public transportation user is affected by the problem. South Florida is extremely dense in population, so sometimes it takes 30 minutes to go 3 miles. Having accessible methods of public transportation eliminates some congestion on the roads and allows for a less stressful transport, especially during heavy commuter hours. T

5. "Fort Lauderdale to give $3M subsidy to hotel developer" --https://infoweb.newsbank.com/apps/news/document-view?p=WORLDNEWS&t=pubname%3ASFLB%21Sun%2BSentinel%2B%2528Fort%2BLauderdale%252C%2BFL%2529/year%3A2019%212019/mody%3A0522%21May%2B22&f=advanced&action=browse&format=text&docref=news/173946D508F0B628

• This article, dated May 22, 2019 outlines a $3 Million subsidy granted to a developer looking to build a Comfort Suites in Northwest Fort Lauderdale. The area being proposed, known as the Avenue of the Arts or by its street name "Sistrunk" has historically been a low-income area. Recently, the location has seen strong development with new opportunities on the horizon such as a Brewery and Blues Club, as well as others. It is the hopes that this hotel will bring additional value to the area and help to transform it into an area for tourism and entertainment.
• The problem this article relates to is the type of hotel being built. A Comfort Suites is not known for being a reputable brand as it typically offers a lower-budget option. If the City's hope is for gentrification, the type of hotel being built should be of a more reputable caliber such as a Hampton Inn by Hilton or Courtyard by Marriott. The Choice Brand franchise of Comfort Suites typically has lower rates associated with it, and it will not attract the type of clientele the city is hoping to get in that area.
• Those affected will be the ones living in this area. Low budget hotels often bring crime sprees along with it, such as prostitution and drug dealing so the direct community will be affected by the addition. 

Assignment 4A - Forming an Opportunity Belief

I have a belief that there is an opportunity to improve Communication between Management and Line-Level employees, particularly in the service industry. After having experienced an extreme lack in communication when coordinating my event at Cabo Flats last week, it led me to think about whether this lacking was due to management poorly communicating with their staff, the staff not retaining the passed on information, or that there is no standardized way to get the information out to each other. For this reason, I felt there was a need to standardize or make communication between staff easier to therefore promote accountability. I believe that this "need" varies from operation to operation, as more specialized industries seem to have adapted effective methods (such as the construction industry's BIM Modeling and use of iPads on Job sites), however I've noticed a serious deficit in service-oriented industries such as Restaurants or Hotels. I would hope to establish some form of Standardized Training Procedure or method of communication that can be provided to these organizations that tend to suffer. This may include a "Portal" page outlining who is scheduled on-shift, items currently "86'ed", large parties expected to arrive, or special accommodations that need to be recognized such as food allergies. This is especially apparent in interdepartmental communication in a facility such as a hotel when a guest checks in at the front desk, notifies the agent of an allergy but it does not get passed on to the on site restaurants or room service. I believe this need has always existed, but it is one that must keep getting reformed as society changes.

Interviewee #1 - Food Runner/Server at Ethos Mediterranean Grille

Q) Describe the Structure of your department. Do you have Direct Reports? How many Bosses do you have?
A) Owner/CEO, vice CEO, acting AGM for sister restaurant, general manager partnership, night manager, servers (shift lead each night)

Q) What do you feel is the number 1 thing your department needs to improve on?
A) communication between management to servers; sense of urgency with manager’s duties

Q) Describe the process of communication in an example of a last minute change being made to an event or large party. Who does it start with and how do you fit into it?
A) catering manager will take it over and will defer to the chefs with changes. Everything will then verbally be communicated to management and then to servers.

Q) Do you use any kind of technology to communicate?
A) scheduling app called 7Shift- they have used this frequently with message boards but there is still a lack

Q) If no, do you feel your team would benefit from having some form of technology for this purpose?
A) no, it would conflict the other ones we use

Q) Do you feel that communication is satisfactory in your department or organization?
         - If so, do you feel this is an individual belief or is it the consensus? Is it a industry-wide belief or does it apply only to your company/department?
A) no; general consensus. Industry-wide through small restaurants and businesses not through large chains

Q) Is there a constant need to improve communication?
A) yes

Q) How do you currently handle communication in an unsatisfactory situation?
A)listen, apologize, find manager for solution and thank the guest for their cooperation and patience

Q) Do you have any practices that you excel at as a department that other companies may benefit from?
A) Adaptation

Q) Does poor communication ever affect your day-to-day productivity?
A) yes especially if a large policy has changed. I will have to come back to things later

Q) On a scale of 1-10 how effective do you believe your communication is?
A) 5; not terrible but could be improved

Q)Why?

Q) Do you feel your communication style is effective and efficient for your company/department/team?
A) No, I feel like this should be continuously improving. It causes a lot of confusion on shift.

Q) Do you think overall communication from Top Managers to Line-Level is satisfactory?
A) No

Q) How can this be improved?
A) By finding a more standardized way of communicating or receiving effective training for all of staff.


Interviewee #2 - Assistant Director of Front Office at the Boca Raton Resort & Club

Q) Describe the Structure of your department. Do you have Direct Reports? How many Bosses do you have?
A)

Q) What do you feel is the number 1 thing your department needs to improve on?
A) Individual Empowerment

Q) Describe the process of communication in an example of a last minute change being made to an event or large party. Who does it start with and how do you fit into it?
A) Updated group resume sent out to everyone regarding changes highlighted; email notification to department heads; meeting with meeting planner to discuss changes; changes discussed in pre-shift stand up meetings.

Q) Do you use any kind of technology to communicate?
A) Shiftnote, email, WhatsApp for VIP Tracking, phone communication

Q) If no, do you feel your team would benefit from having some form of technology for this purpose?
A) Only thing additional would be radio and headsets for quick communication

Q) Do you feel that communication is satisfactory in your department or organization?
         - If so, do you feel this is an individual belief or is it the consensus? Is it a industry-wide belief or does it apply only to your company/department?
A) Yes.  Both my individual belief and general consensus; no, I feel like it applies industry-wide.

Q) Is there a constant need to improve communication?
A) Always

Q) How do you currently handle communication in an unsatisfactory situation?
A) Documentation

Q) Do you have any practices that you excel at as a department that other companies may benefit from?
A) Individual one-on-ones and annual reviews on performance

Q) Does poor communication ever affect your day-to-day productivity?
A) It can, but we have established a momentum in which it does not usually. If it does, it is on a smaller scale such as rooms not being ready in time.

Q) On a scale of 1-10 how effective do you believe your communication is?
A) 8

Q)Why?
A) There's always room for improvement so it will never be a perfect 10

Q) Do you feel your communication style is effective and efficient for your company/department/team?
A) Yes

Q) Do you think overall communication from Top Managers to Line-Level is satisfactory?
A) Yes, but not from Line Level to Top Managers.

Q) How can this be improved?
A) Implementing Best Practices and establishing good habits of over-communicating on completion of tasks, guest issues, etc.


Interviewee #3 - Director of Membership Operations and Foundation Development at Associated Builders & Contractors, Florida East Coast Chapter

Q) Describe the Structure of your department. Do you have Direct Reports? How many Bosses do you have?

Q) What do you feel is the number 1 thing your department needs to improve on?
A) Interdepartmental communication.

Q) Describe the process of communication in an example of a last minute change being made to an event or large party. Who does it start with and how do you fit into it?
A) Ideally, it would be a phone call, but last resort would be through e-mail outlining the change. Depending on the issue, it would start with the VP of membership and end with me.

Q) Do you use any kind of technology to communicate?
A) E-mail

Q) If no, do you feel your team would benefit from having some form of technology for this purpose?
A) Yes; any sort of business-oriented direct messaging would make a difference.

Q) Do you feel that communication is satisfactory in your department or organization?
         - Do you feel this is an individual belief or is it the consensus? Is it a industry-wide belief or does it apply only to your company/department?
A) No- Even though we are small, communication is lacking because it is either assumed and there is little accountability. If there is no paper trail, there was no conversation. I feel it is the general consensus in the office. I think it applies only to us as an association.

Q) Is there a constant need to improve communication?
A) Always. It is extremely important across all industries.

Q) How do you currently handle communication in an unsatisfactory situation?
A) Ideally one on one with immediate email follow-up; Paper Trail.

Q) Do you have any practices that you excel at as a department that other companies may benefit from?
A)  Our extreme turnaround time of idea genesis. We are able to have new ideas come to fruition within a short amount of time.

Q) Does poor communication ever affect your day-to-day productivity?
A) Yes- every day. We can say "Poor Communication" as improper because sometimes throughout the day, my direct boss will disrupt my work flow with excessive and irrelevant communication.

Q) On a scale of 1-10 how effective do you believe your communication is?
A) 7/7.5

Q)Why?
A) While we're not the most efficient at communication internally and externally, we are good at being consistent.

Q) Do you feel your communication style is effective and efficient for your company/department/team?
A) I do. I think it compliments the "old-school" mindset that tends to follow the construction mindset.

Q) Do you think overall communication from Top Managers to Line-Level is satisfactory?
A) No

Q) How can this be improved?
A) There needs to be more direct and less passive.

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Overall Reflection:

Through the three interviews I conducted, one thing that stuck out to me was the difference in opinion about the communication satisfaction between line-level employees and Department Heads. In reviewing this, I believe it solidifies my idea that there is a serious disconnect between the two. This is shown in the Food Runner/Server as well as the manager with no direct reports. It was surprising to me that there was a general consensus between the department heads that they believed their communication was effective while the line-levels believed it was not. I found it interesting that the department heads believed their communication to be efficient while their industry has an extremely high turnover rate.

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Summarization:

All of my original opportunity remains.  In fact, I believe that the disconnect between the line-level employees and the department heads solidifies my recognition that there is an opportunity. For this reason, I believe some form of standardization should arise where the Department Heads and their reports should sit together to develop the best way for each of them to communicate rather than one party telling the other "this is how it is going to be". Through this method, both parties will believe their voice is being heard and will take the necessary steps to communicate with the other. I believe my opportunity is refined. Rather than saying I believe there should be a standardization portal, I now believe there should be a standardized process to developing effective communication between the two parties, as it differs in every situation.  Based off of these conclusions, I believe entrepreneurs must adapt to the feedback of the customers. The entrepreneur likely has a skewed opinion on how their product may benefit the consumer (much to the similarity as the department head having a skewed opinion on how their communication is satisfactory), and if that differs significantly while the entrepreneur holds firm, the consumer will have no interest in their product and the entrepreneur will likely fail.