Critical evaluation feedback response
There was a mix of opinions regarding our business in the critical evaluation. Some individuals were excited and inspired about our idea; others deemed the concept too risky. Regardless, we have analysed the ideas and potential solutions for unidentified business weaknesses in the critical evaluation and adapted them to improve our business modus operandi.
According to the customer feedback, plenty of people advised that we could increase the fee for use of the headphones to compensate for the cost of featuring them. This could be a very good opportunity to gain profit without suffering a non-compensated financial blow. Therefore, we shall provide headphones with a fee of 20-30 cents per session. If customers are unwilling to pay this small fee, they can bring their own headphones or earphones.
In the feedback, an individual advised that we split up the cafe and internet usage section to avoid the risk of people damaging the computers by spilling on them. After considering this option, we deliberately chose not to follow it. We could convert the potential risk of damage to computers into a financial compensation asset on the policy "you break it, you buy it", where destructive customers must pay for any equipment they have damaged. However, the policy will only come into effect if we receive a legal form of consent signed by the customer so that they may acknowledge that they understand the implications of using our computers and the consequences of damaging them. Therefore, it is not necessary to split up the cafe and internet usage section to avoid the risk of people damaging the computers by spilling on them.
Another item in the feedback suggested that we should narrow down our target market in order to make the promotional campaign more direct. Instead, we have decided we can adapt our promotional campaign to aim at a range of social backgrounds within the target market and thus avoid limiting our potential customer base. Due to the lack of demand for internet cafes indicated in the Quantitative Analysis, we need to aim at as many people as possible which involves aiming at anyone aged between 14 to 40 years old of all ethnic origins, regardless of whether they are competent with computers or not (hence the classes). Even though the feedback advised us to limit the target market to make the promotional campaign more direct, we think our market could be slim enough as it is and we need as many people as possible to run the business smoothly.
According to our research and the critical feedback, we think we should allow people to use the internet WIFI on their own devices. Although it could be difficult to regulate due to the risk of hackers, viruses and glitches, if the network was carefully monitored and an efficient system of payment was devised, it could be very successful. This could be one of the best opportunities that we can utilise to increase our customer attraction. This would be very convenient for our customers and we could charge additional costs if people want to use their own device (to compensate for the difficulty of allowing for wireless access and the regular maintenance of it).
In reference to the customer feedback, McDonalds venues were identified as a threat due to the free wireless internet services that they provide. We were advised to invest in powerful gaming computers to lure gamers away from the wifi-laden cafe abodes of McDonalds. However, the cost of providing such computers could be very expensive. Therefore, to overcome this problem, we shall offer decent graphics cards and video cards inside competent computers rather than invest in computers specifically aimed at gamers, due to the fact they can often be much more expensive and only slightly more efficient than standard computers with advanced hardware (RAM, graphics and video cards, and so on) and proficient software. We will not invest in ‘designer’ computers when there is the chance it could be financially irresponsible and naïve.
Our response to the critical evaluation has allowed our business to capitalise by adapting ideas provided in the evaluation. This involves generating potential revenue from customer-induced equipment damage, alternate forms of income, means of combating potential competition and improving the efficiency of our business operation. In conclusion, the critical evaluation has inspired us to capitalise on other alternative opportunities for profit in our business operation and devise ways to combat its weaknesses and shortcomings.
According to the customer feedback, plenty of people advised that we could increase the fee for use of the headphones to compensate for the cost of featuring them. This could be a very good opportunity to gain profit without suffering a non-compensated financial blow. Therefore, we shall provide headphones with a fee of 20-30 cents per session. If customers are unwilling to pay this small fee, they can bring their own headphones or earphones.
In the feedback, an individual advised that we split up the cafe and internet usage section to avoid the risk of people damaging the computers by spilling on them. After considering this option, we deliberately chose not to follow it. We could convert the potential risk of damage to computers into a financial compensation asset on the policy "you break it, you buy it", where destructive customers must pay for any equipment they have damaged. However, the policy will only come into effect if we receive a legal form of consent signed by the customer so that they may acknowledge that they understand the implications of using our computers and the consequences of damaging them. Therefore, it is not necessary to split up the cafe and internet usage section to avoid the risk of people damaging the computers by spilling on them.
Another item in the feedback suggested that we should narrow down our target market in order to make the promotional campaign more direct. Instead, we have decided we can adapt our promotional campaign to aim at a range of social backgrounds within the target market and thus avoid limiting our potential customer base. Due to the lack of demand for internet cafes indicated in the Quantitative Analysis, we need to aim at as many people as possible which involves aiming at anyone aged between 14 to 40 years old of all ethnic origins, regardless of whether they are competent with computers or not (hence the classes). Even though the feedback advised us to limit the target market to make the promotional campaign more direct, we think our market could be slim enough as it is and we need as many people as possible to run the business smoothly.
According to our research and the critical feedback, we think we should allow people to use the internet WIFI on their own devices. Although it could be difficult to regulate due to the risk of hackers, viruses and glitches, if the network was carefully monitored and an efficient system of payment was devised, it could be very successful. This could be one of the best opportunities that we can utilise to increase our customer attraction. This would be very convenient for our customers and we could charge additional costs if people want to use their own device (to compensate for the difficulty of allowing for wireless access and the regular maintenance of it).
In reference to the customer feedback, McDonalds venues were identified as a threat due to the free wireless internet services that they provide. We were advised to invest in powerful gaming computers to lure gamers away from the wifi-laden cafe abodes of McDonalds. However, the cost of providing such computers could be very expensive. Therefore, to overcome this problem, we shall offer decent graphics cards and video cards inside competent computers rather than invest in computers specifically aimed at gamers, due to the fact they can often be much more expensive and only slightly more efficient than standard computers with advanced hardware (RAM, graphics and video cards, and so on) and proficient software. We will not invest in ‘designer’ computers when there is the chance it could be financially irresponsible and naïve.
Our response to the critical evaluation has allowed our business to capitalise by adapting ideas provided in the evaluation. This involves generating potential revenue from customer-induced equipment damage, alternate forms of income, means of combating potential competition and improving the efficiency of our business operation. In conclusion, the critical evaluation has inspired us to capitalise on other alternative opportunities for profit in our business operation and devise ways to combat its weaknesses and shortcomings.