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Suggested outline for A2: Developing an evidence-base for…
Suggested outline for A2: Developing an evidence-base for recommendations (individual)
Introduction and restatement of the problem
Brief overview of the management challenge faced by the partner organization.
Contextualize the problem considering your chosen management perspective.
Note: A & B go hand in hand. Consider: What is the challenge faced by our partner? Break down that challenge via issue tree/fishbone to find the underlying problem that contributes to that challenge. Add this to the appendix.
This does not have to be the same problem that you identified in A1. (Perhaps you want to adjust after reflection and comments from A1)
Formulation of the researchable question
Note: Focus on only 1-2 of those underlying problems and formulate a research question(s) (RQ) clearly as the focus of this report.
Literature review
Historical Overview
When and where has this problem or similar challenges been observed before?
Examples from other industries where relevant.
Theoretical Foundations
Key theories related to the management challenge.
How these theories provide insights or solutions to the challenge.
Conceptual/Theoretical Framework
Description and Relevance of the framework
Explain how this framework can help our partner organization with the identified problem(s)
Make justifications for the appropriateness of the selected framework. Perhaps you can bring in some examples of the application of the framework (tying it similar observed cases from the past)
Conclusion
Concisely summarize the main points of the report
Reinforce the importance of addressing the management challenge and the potential benefits of adopting your proposed approach.
Appendix
All tables and figures should be included here
Additional notes: The word count is only for the introduction, literature review and conclusion.
AirCity Case Study
Q1: Can you tell us a little bit about your brand?
After the COVID-19 pandemic, the majority of serviced apartment owners face difficulties in finding security and management personnel due to the return of home workers. This presents an opportunity for AirCity. We offer management services through the use of technology. Our approach includes a facial recognition camera system for apartment security, digitized payment processes for accommodation and repairs, and the use of technology solutions for overall management.
By employing this approach, AirCity automates 70% of the management process. Instead of requiring three individuals as before, you can imagine now we only need one person and one machine. The company provides a service package to charge 5% of total revenue.
However, AirCity’s essence lies in being a real estate management company that leverages technology to reduce costs. Their model does not compete directly with traditional real estate management units but rather supports them. Consequently, their target market is Grade B apartments in Ho Chi Minh City.
The AirCity model bears similarities to Different (Australia). The company raised $25 million last year with investment led by Antler, an existing investor in AirCity. In this industry, companies generate revenue not only from management fees but also from repair services, leasing, and financial connections. While the revenue may not be substantial, customer loyalty tends to be high.
Within the apartment management segment, AirCity is currently collaborating with several Grade B or lower apartment management units in the pilot phase. One challenge they face is reducing payment costs associated with monthly management fees, electricity, and water bills. The current manual collection process or integration of e-wallets results in the management bearing approximately 2% of the cost. Through the AirCity system, payments are integrated into QR codes and directly linked to the customer’s bank account. This approach cuts costs by eliminating intermediary services for payment processing.
Shortly, we are going to launch some new products that help to complete the first version of our smart city ecosystem vision. They includes thegioiphong.com – a website to find a long-term rental rooms, AirCity Work app – a mobile app for handyman, cleaner, property managers, etc. and AirCity Resident – a mobile app with ChatGPT-powered to support our users.
Q2: Can you tell us about your business’s structure, including industry, company size, and/or years in business?
Our business’s structure include 3 main parts:
1. Property Management service: that we install IoT hardware devices, digitize the data of property, tenants, contracts, invoices, and build communication channels.
2. Home services: these are tasks which are related to maintenance, fixing, etc. for the property.
3. Life services: to fulfill the demand for our residents (or tenants) such as help them to find a rental room, cooking, jobs, etc.
The industry that we are targeting is serviced apartments and condo buildings. This market starts at 2 million units and growing to 5 millions in 2030.
Our leadership team has more than 30 combined years of experiences in proptech field and have many strong advisors who has achieved some milestones in the proptech industry in Southeast Asia (PropertyGuru, 99.co)
Q3: What are the strengths of your company in your business, industry?
The challenge here is how to optimize the operations cost to gain the gross profit and how to unlock new services (home & life) to gain more revenue streams.
It’s impossible to do without technology
Others can’t do it because they are based heavily on manual, and it’s not easy to go digital transformation, it takes years.
I took 5 years to train more than 50 traditional property management companies to go digital but failed.
So how come we do it better this time?
Because now we do management service to serve the end user which is tenants. It’s different than before that we do SaaS for property management companies.
Q4: Can you tell us about the problem your company is currently facing? What are the challenges you need to solve, why does this problem have a significant impact on your business? Are there any current trends in your industry?
With AirCity, we want to become the head operations center of the whole city to bring a secure, safe, convenient, and green life to every resident.
To do that, the first step we need to digitize all info on buildings, and residents. Then, centralize data, devices, and processes on the platform, run automated at most at scale. Last but not least, integrate with suppliers to bring life services and home services to any demand from residents and landlords.
Currently, our challenge is how to become a top of mind brand (thegioiphong.com) for students to find a suitable room. It’s not that easy. In Vietnam market there are so many listing website but it doesn’t have any trusted platform to help young people like students or professionals, expats to find a good place to stay when they need to move to study or to work. How to build a trust brand that even in the future, a potential tenant doesn’t need to go tour the house before decide to rent it. They can easily pick a room before they travel from their hometown to HCMC and pay a deposit before check-in.
Also, another challenge is how to convince landlords to collaborate with AirCity to let us manage their house because we are a technology-driven property management so it takes time to educate landlords to understand our values and decide to go with us. It’s still hard to break this cold start problem.
Lastly, we are thinking about the net zero problem that we may apply technology and/or partners in solar roof, battery/ electric vehicle to work with us to reduce the carbon footprint for each property that we’re managing. How to help our tenants live a green life that is eco-friendly and still satisfy with the living demands.
Q5: What other solutions have you tried if any?
We’re doing some partnership or collaborations with trusted brands such as Momo, VNU, Busmap, etc. to help us reach potential clients as well as students.
We’re planning to verify and certify houses to be an eco-friendly house when they matches all our criterias.
Lastly, we organize some workshop to invite and share about what we’re doing for our community (landlords, property managers, students) to gain the awareness and support from them.
Source links:
This Founder was willing to risk it all to pursue his entrepreneurship desires https://vietnamnet.vn/en/vietnam-s-house-leasing-startup-dreams-of-becoming-unicorn-2046 386.html
https://www.entrepreneur.com/en-au/finance/different-raises-25-mn-series-b-round/386671
Please give me the most detailed guidance for that assignment. Also. please give me appendices. Thank you so much!
