MINI PROJECT

ON

‘’E-MOBI REPAIRER ‘’

SUBMITTED FOR THE PARTIAL FULFILLMENT FOR THE AWARD OF

DEGREE OF

MASTERS OF BUSINESS ADMINISTRATION

2020-2022

SUBMITTED TO: SUBMITTED BY:

MISS. VIDUSHI SRIVASTAVA SAURAV MISHRA
Assistant. Proffessor M.B.A (1st SEM.)
M.B.A. G.I.T.M.
G.I.T.M.
LUCKNOW

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 DECLARATION OF ORIGINAL WORK

This declaration is made on the ……………..day of……………..2020

Student’s Declaration:
I -------------------------------------------------------------------------------------------------------------------------
--------------- (PLEASE INDICATE STUDENT’S NAME, AND STUDENT NO.) hereby declare that
the work submitted for the module ---------------------------------------------------------------------------
---------------------- is my original work. I have not copied from any other students’ work or
from any other sources except where due reference or acknowledgment is made explicitly,
nor has any part been authored by another person.

Date submitted ________________________

Name of student:-

Received for examination by: _____________________

Date:____________________ (Name of the supervisor)

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 ACKNOWLEDGEMENT
I would like to express my special thanks of gratitude to our H.O.D. DR. JYOTI
AGARWAL Ma’am who gave me the golden opportunity to do this wonderful
opportunity to pen down a innovative business plan and also helped me in doing a
lot of Research and i came to know about so many new things I am really thankful
to her.

I am highly indebted to my Faculty guide MISS. VIDUSHI SRIVASTAVA Ma’am

for their throughout guidance and constant supervision as well as for providing
necessary information regarding the project & also for their support in completing
the project.

I would like to express my special gratitude and thanks to our Coordinator MR.
SHARAD CHANDRA Sir for giving me such knowledge of marketing which i
inculcated in making of this business plan and also for their throughout attention
and time.

I would like to express my gratitude towards my parents & my college mate MR.
ANIKET MISHRA for their kind co-operation and encouragement which help me in
completion of this project.

However, it would not have been possible without the kind support and help of
many individuals and organizations. I would like to extend my sincere thanks to all
of them who have willingly helped me out with their abilities.

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 PREFACE
I respect to the allotted project, I have inherited myself as an entrepreneur in this
organization but informally it is a sacred place for me as it’s my first practical exposure to an
organization to know and get aware to an organizational real practical stressful
environment. Although I am student of MBA It is a two year full time degree courses. So far
this training is scheduled for first semester syllabi of AKTU i.e. (Mini Project) as a separate
topic to be asked in detail in viva-voice conducted by external Thus study will provided me a
better opportunity to survive in cut throat competition with a prosperous existence. I have
tried my best to gain out of well framed circumstances & with the help of experienced
personnel who helped me out so for become possible to them. As being a very confidential
functioning many things are there which can’t be known but on the basis of gathered
information and certain hints, the project has been formed. It may have something missing
but I have tried to present all things what I have received. Although this report has been got
checked by different personnel but after that if there is some shortcomings I expect it to be
rectified. So the whole study bifurcated in different parts. Certain observations &
suggestions also have been stated which if possible to be reviewed.

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 TABLE OF CONTENTS

 ACKNOWLEDGEMENT

 PREFACE

 TABLE OF CONTENTS

 EXECUTIVE SUMMARY

 INTRODUCTION OF THE SERVICE

 OBJECTIVE OF INNOVATION

 NEED OF INNOVATION

 SOURCE OF IDEA

 PROTOTYPE

 USES OF THE SERVICE FUNCTIONAL AREAS OF SERVICES

 COMPETITORS ANALYSIS SWOT ANALYSIS OF SERVICE

 TECHNICAL FEASIBILITY

 MARKET ANALYSIS

 COSTING AND PRICING OF THE SERVICE

 FINANCIAL FEASIBILITY OR AVAILABLE SOURCES OF FUNDS

 LIMITATIONS OF THE SERVICE

 FUTURE CHANGES IN SERVICE

 CONCLUSION

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 EXECUTIVE SUMMARY

Cell phone repair businesses help save consumers money by repairing broken phones,
so consumers don’t have to purchase new ones. Common phone repairs include screen
repair and replacement, battery replacement, button, and headphone jack repair, and
camera repair, though you’ll probably see plenty of other issues while in business, too.
Some repair businesses have a physical storefront where customers can bring their
damaged phones. At the same time, smaller startups may opt for a mobile repair
business model to save on rental or lease fees while also offering the customer the
convenience of a traveling repairperson.

If you’re considering starting a cell phone repair business of your own, this guide can
help you understand the potential startup costs, your potential earnings, and what to
expect as you start your business.

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 Introduction Of The Service
 A service is the action of doing something for someone or something. ...

 Mobile Phone is an electronic device used for communication and

messaging.

 Now days this has become very popular and essential need of the society.

 Therefore repairing and servicing of mobile phones are also required to

bedone.
 This has got a prospective market These are available in various make and
brands in the market.


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Product detail Description with
Diagram

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 Objective Of The Innovation

My primary objective is Providing mobile repairing service to the customers at the

doorstep. I can fulfill this by ensuring that customers’ requests on are attempted
precisely and promptly done in a coustoumized manner.

I aim to provide employment to idle person expert in personalized asnd having

technical knowledge.

The technical prson who have Time and is passionate about gadgets can also utilize
their skills and earn.

I am much updated of the latest Technologies and can keep up with the customer’s
demands.

To promote LOCAL FOR VOCAL

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 Need Of Innovation
At the most basic level, innovation includes the development of new products, processes,
or business models that better fit the needs of a group of consumers. However, in reality,
this definition just scrapes the surface of innovation's potential.Float employment in
every possible manner .

Innovation isn't just something new, it's something different and useful

Innovation is production or adoption, assimilation, and exploitation of a value-added novelty in

economic and social spheres; renewal and enlargement of products, services, and markets;
development of new methods of production; and the establishment of new management
systems. It is both a process and an outcome.

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 Source Of Idea
The process of finding innovation must be systematized. Nevertheless, companies
must work on the framework conditions so that flashes of inspiration can strike and
ideas can flourish. Important measures include the following, for example:

 The best ideas are born in more than one head. The exchange and
communication among employees must therefore be promoted, e. g. through
open office structures, meeting zones, meetings and workshops, etc.

 Creativity is also encouraged through training and information. New

knowledge inspires and generates new ideas.

 An important point is of course the positive innovation culture, where ideas are
welcome and driven forward with commitment.

 And of course, it also requires structures such as an idea management system,

where ideas can be introduced and processed.

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 PROTOTYPE

 " A prototype is someone or something that serves as a model or

inspiration for those that come later. A successful fund-raising
campaign can serve as a prototype for future campaigns. The
legendary Robin Hood, the "prototypical" kindhearted and
honorable outlaw, has been the inspiration for countless other
romantic heroes. And for over a century, Vincent van Gogh has
been the prototype of the brilliant, tortured artist who is
unappreciated in his own time.

 A prototype is a simple experimental model of a proposed solution used to

test or validate ideas, design assumptions and other aspects of its
conceptualisation quickly and cheaply, so that the designer/s involved can
make appropriate refinements or possible changes in direction.

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 USES OF THE SERVICE

Companies tend to have trusted advisors who may have relations around the world.
Although it may take only a few seconds to google parties that can offer the required
assistance, we can be of added value because :

 This service will be managed by professionals who are actively engaged in

everyday client service.
 This service will be independent and is happy to work with any party brought
forward by its clients. If needed, we can recommend advisors from our own
network.
 We does not seek to sell as many services as possible. Our goal is to provide
the set of services needed at a given moment in time. No more, no less.
 We are coustomised to working for clients located in different time zones and
is available when they need assistance.

If you want customers to buy your services, you need offer them a solution that costs
less than the problem is costing them. Your solution might:

 Save your customer money;

 Save your customer time: or
 Improve your customer’s productivity.

 When selling services rather than technology, the focus should be on people
and organizations—listening to and understanding their internal projects,
and being considerate of their timelines and budgets. It is important to listen
and provide a fair offer for services that genuinely meet a customer's need.
 Promotes Employment
 Cost reduction
 Less Time Consuming

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 FUNCTIONAL AREAS OF SERVICES
It is usually easier to identify separate functional areas because people work together
in departments. Each department carries out the tasks that relate to its particular
area.

The main ones you are likely to meet in business are shown below.

 Human Resources (HR) Recruiting people into the company is probably the most
well-known task of this business department, and rightly so.
 Accounting and Finance.
 Marketing and Advertising.
 Production.
 Information Technology.
 Operations.
 Customer Service.
 Purchasing.

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 COMPETITORS ANALYSIS
A competitive analysis can help you learn the ins and outs of how your
competition works, and identify potential opportunities where you can out-
perform them.

It also enables you to stay atop of industry trends and ensure your product
is consistently meeting — and exceeding — industry standards.

Let's dive into a few more benefits of conducting competitive analyses:

 Helps you identify your product's unique value proposition and what makes your
product different from competitors', which can inform future marketing efforts.
 Enables you to identify what your competitor is doing right. This information is
critical for staying relevant and ensuring both your product and your marketing
campaigns are outperforming industry standards.

 Tells you where your competitors are falling short — which helps you identify
areas of opportunities in the marketplace, and test out new, unique marketing
strategies they haven't taken advantage of.

 Learn through customer reviews what's missing in a competitor's product, and

consider how you might add features to your own product to meet those needs.

 Provides you with a benchmark against which you can measure your own growth.

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 SWOT ANALYSIS

SWOT analysis — strengths, weaknesses, opportunities, threats —

CONCLUSION OF SWOT ANALYSIS

Using SWOT analysis on a regular basis, perhaps once or twice a year, will give you
a broad overview of ecommerce industry trends, show you where you stand in
relation to your competitors, and provide insights into mitigating your weaknesses
and building on your strengths.

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 TECHNICAL FEASIBILITY
As the name implies, a feasibility analysis is used to determine the viability of an
idea, such as ensuring a project is legally and technically feasible as well as
economically justifiable. It tells us whether a project is worth the investment—in
some cases, a project may not be doable.

A technical feasibility study is an excellent tool for both troubleshooting and long-
term planning. It can serve as a flowchart of how your products and services evolve
and move through your business to physically reach your market.

Technical feasibility is a measure of the practicality of a specific technical solution

and the availability of technical resources and expertise.

It's the logistical or tactical plan of how your business will produce, store, deliver, and
track its products or services.

Yes it is technically possible by analyzing through (PESTEL

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 MARKET ANALYSIS
A market analysis studies the attractiveness and the dynamics of a special market within a
special industry. It is part of the industry analysis

The objectives of the market analysis section of a business plan

are to show to investors that:

 you know your market

 the market is large enough to build a sustainable business

The first step of the analysis consists in assessing the size of the market.

Demographics and Segmentation

When assessing the size of the market, your approach will depend on the type of
business you are selling to investors. If your business plan is for a small shop or a
restaurant then you need to take a local approach and try to assess the market
around your shop. If you are writing a business plan for a restaurant chain then you
need to assess the market a national level.

Depending on your market you might also want to slice it into different segments.
This is especially relevant if you or your competitors focus only on certain segments.

Volume & Value

There are two factors you need to look at when assessing the size of a market: the
number of potential customers and the value of the market. It is very important to
look at both numbers separately, let's take an example to understand why.

Imagine that you have the opportunity to open a shop either in Town A or in Town B:

Table: Town A vs. Town B

Town A B

Market value £200m £100m

Potential customers 2 big companies 1,000 small companies

Competition 2 competitors 10 competitors

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Although Town B looks more competitive (10 competitors vs. 2 in Town A) and a
smaller opportunity (market size of £100m vs. £200 in Town A), with 1,000 potential
customers it is actually a more accessible market than Town A where you have only
2 potential customers.

Potential customer?

The definition of a potential customer will depend on your type of business. For
example if you are opening a small shop selling office furniture then your market will
be all the companies within your delivery range. As in the example above it is likely
that most companies would have only one person in charge of purchasing furniture
hence you wouldn't take the size of these businesses in consideration when
assessing the number of potential customers. You would however factor it when
assessing the value of the market.

Market value

Estimating the market value is often more difficult than assessing the number of
potential customers. The first thing to do is to see if the figure is publicly available as
either published by a consultancy firm or by a state body. It is very likely that you will
find at least a number on a national level.

If not then you can either buy some market research or try to estimate it yourself.

Methods for building an estimate

There are 2 methods that can be used to build estimates: the bottom up approach or
the top down approach.

The bottom up approach consist in building a global number starting with unitary
values. In our case the number of potential clients multiplied by an average
transaction value.

Let's keep our office furniture example and try to estimate the value of the 'desk'
segment. We would first factor in the size of the businesses in our delivery range in
order to come up with the size of the desks park. Then we would try to estimate the
renewal rate of the park to get the volume of annual transactions. Finally, we would
apply an average price to the annual volume of transactions to get to the estimated
market value.

Here is a summary of the steps including where to find the information:

1. Size of desks park = number of businesses in delivery area x number of employees

(you might want to refine this number based on the sector as not all employees have
desks)
2. Renewal rate = 1 / useful life of a desk
3. Volume of transactions = size of desks park x renewal rate

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4. Value of 1 transaction = average price of a desk
5. Market value = volume of transactions x value of 1 transaction

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POSITIONING OF THE BUSINESS IN MARKET
How you differentiate your product or service from that of your
competitors and then determine which market niche to fill This is
created through the use of promotion, price, place and
product.

There are several types of positioning strategies. A few examples are

positioning by:

 Product attributes and benefits: Associating your brand/product

with certain characteristics or with certain beneficial value
 Product price: Associating your brand/product with competitive
pricing
 Product quality: Associating your brand/product with high quality
 Product use and application: Associating your brand/product with a
specific use
 Competitors: Making consumers think that your brand/product is
better than that of your competitors

A Perceptual Map in Market Positioning

A perceptual map is used to show consumer perception of certain brands.

The map allows you to identify how competitors are positioned relative to
you and to identify opportunities in the marketplace.

An example of consumers perception of price and quality of brands in the

automobile industry are mapped below:

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22
COSTING AND PRICING OF THE SERVICE
Costs are the amounts that a business incurs in order to make goods and/or
provide services. Costs are important to business because they: Are the thing that
drains away the profits made by a business. Are the difference between making a
good and a poor profit margin..

The expenses that go into providing a service are more subjective than the
expenses that go into making a product. How much you charge customers doesn’t
always directly correlate with the amount you pay to perform services.

In service industries, finding a target profit margin is not as simple. You don’t have
an original price to reference. Instead, your pricing formula for services should
account for the intangible aspects of running your business, such as time and
value.

Your 5-step guide

Because there is not a set-in-stone method for pricing services, you have some
flexibility. Use the following six steps to learn how to price a service:

 Calculating your COS

 Determine your overhead percentage.

 Determine your rate.

 Calculate your price.

 Adjust your price.

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 Pricing Strategies for Service Businesses

Pricing is one of the classic ―4 Ps‖ of marketing (product, price, place, promotion). It’s one of
the key elements of every B2C strategy.

Yet for many B2B marketers, the pricing strategy in their marketing plan is challenging to
write; many aren’t even involved in creating their pricing strategy.

There are many factors to consider when developing your pricing strategy, both short- and
long-term. For example, your pricing needs to:

 Reflect the value you provide versus your competitors

 Match what the market will truly pay for your offering

 Support your brand

 Enable you to reach your revenue and market share goals

 Maximize your profits

Note: You can access guided pricing strategy templates and step-by-step instructions for
writing the pricing strategy section of your marketing plan in our marketing planning and
management app. Try it free!

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 When you offer a truly unique product or service with little direct competition, it can be
challenging to establish your price. Define a strong strategy and competitive analysis so you
can view:

 What your prospects might pay for other solutions to their problems

 Where your price should fall in relation to theirs

When your price, value proposition and positioning are aligned, you’re in the best situation to
maximize revenue and profits.

Deviating from Your Pricing Strategy

If sales are slow, many companies lower their price. That’s not always the best option. Here
are three price change examples:

HIGHEST PRICE AVERAGE PRICE LOWEST PRICE

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 Company B’s value The market cares most about
Company A is one of the best proposition is operational price because the product is
consulting firms in the world. excellence, so their price is viewed as a commodity.
Their consultants come from important. There’s a lot of
top schools, and they work Company C focuses on finding
competition and their product
with Fortune 100 clients to new ways to lower costs and
is only slightly better than the
implement complex, large- pass savings on to customers.
alternatives.
scale projects. Their value proposition is
Company B’s messages focus operational excellence and
Company A’s value on their product value with a they consistently deliver the
proposition is product secondary focus on price. same product at a better price.
leadership. Their clients are They regularly review the
buying the best expertise they market, run promotions, and Company C regularly
can find, and they’re less adjust prices to maintain their evaluates their competitors’
sensitive to price because they competitive position. prices to make sure they’re
care most about getting top delivering on their promise. If
talent. The company is also working a competitor runs a promotion,
to develop a premium product Company C counters with a
Therefore, Company A’s that can warrant a higher price. better one.
services can be priced as high
or higher than their
competitors.

What would happen if these companies used a different pricing strategy?

HIGHEST PRICE AVERAGE PRICE LOWEST PRICE

If Company B charges a If Company C’s prices rise in

By dropping their hourly rate, premium price for an average relation to those of their
Company A gains more product, they’ll have a very competitors, sales will
clients. They hire more difficult time generating plummet – their market is
consultants, but since they’re interest in their it. shopping on price, not factors
charging less per hour, they like product leadership or
can’t afford the same top-tier Yet Company B may be able
customer intimacy.
talent. to implement a small price
increase to raise revenue and If Company C cannot maintain
Company A is putting their profits; it depends how much its operational efficiency and
―prestige‖ brand in jeopardy. more its customers are willing cost leadership, it will need to

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 However, if there isn’t a to spend. develop new products or
strong market for prestige, this markets for its existing
strategy may be the best one By analyzing price sensitivity product.
for the company long-term. and testing different prices,
they can evaluate the strength
and potential of this new
strategy.

Do you see your company in one of these scenarios?

Best Case Neutral Case Worst Case

Company B charges an Company C provides business

Company A provides a average price for an average consulting services.
premium product, sold through product.
carefully-selected retail To grow, they drop their
outlets. When they’re behind their hourly rates by up to 40%.
sales targets, individual reps This gives them access to an
Their pricing is typically 15% are given the green light to entire new set of clients.
above the competition – discount if needed to meet
they’re the most expensive their sales quotas. Low rates mean they can’t
product in their class. afford the same top-tier
Management doesn’t want to consulting talent.
Their demand curve is get in a price war, but is
relatively inelastic, meaning willing to ensure that they hit The quality of their offering
that their market isn’t that their short-term numbers. suffers, and they end up
sensitive to price. providing mediocre service for
Management knows that they both markets.
Much of that results from the could spend more in R&D to
carefully selected positioning differentiate their offering and By lowering the price of their
and branding over the past five have greater pricing power, ―prestige‖ brand to access a
years. but they haven’t yet new market, Company C has
committed the budget to do so. increased its revenue, while
reducing its profit margin and
damaging its brand.

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 Not Sure Where to Start with Your Pricing Strategy?

Access detailed step-by-step plans in our new marketing website.

It’s free to use

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Pricing Strategy Key Concepts & Steps

Before you begin
It’s best to define your positioning, create your brand strategy, and identify your distribution
channels before you develop your pricing strategy in the marketing plan. By doing so, you’ll
ensure that your pricing reflects your value and reinforces your brand.

For example, if your method for delivering value is product leadership, you shouldn’t
discount heavily or compete on price; you should also minimize pricing conflicts with any
channel partners.

Your pricing influences how the market perceives your offering. If you’re perceived as a
commodity, you must either change the market’s perception via a new positioning strategy,
or compete on price and focus on innovating to keep costs low so you can still make a profit.
You may need to gather market research and market intelligence – either via your own
efforts, via third-party toolkits or applications, or by hiring a market research firm.

Match your pricing strategy to your value proposition

Your price sends a strong message to your market – it needs to be consistent with the value
you’re delivering.

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 If your value proposition is operational efficiency, then your price needs to be extremely
competitive.

 If your value proposition is product leadership or customer intimacy, a low price sends
the wrong message. After all, if a luxury item isn’t expensive, is it really a luxury?

Understand your cost structure and profitability goals

Companies calculate these costs differently, so verify the exact calculations your company
uses for

 Cost of goods sold (COGS): the cost to physically produce a product or service

 Gross profit: the difference between the revenue you earn on a product and the cost to
physically produce it
In addition, understand how much profit the company needs to generate. You’ll be far more
effective when considering discount promotions – you’ll know exactly how low you can go
and still be profitable.

Analyze your competitors’ prices

Look at a wide variety of direct and indirect competitors to gauge where your price falls. If
your value proposition is operational efficiency, evaluate your competitors on a regular basis
to ensure that you’re continually competitive.

Determine price sensitivity

A higher price typically means lower volume. Yet you may generate more total revenue
and/or profit with fewer units at the higher price; it depends on how sensitive your customers
are to price fluctuations. If they’re extremely sensitive, you may be better off at a much lower
price with substantially greater volume.

Estimate how sensitive your customers are to fluctuations – it will help you determine the
right price and volume combination. More importantly, you can estimate how a price change
can impact your revenue.

After Designing Your Pricing Strategy

Once you’ve finalized your pricing strategy in the marketing plan, it’s time to design
your marketing campaigns.

There are many different pricing strategies to choose from. Here are 11:

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 SOURCES OF FUNDS
Most businesses, especially when they’re starting up or planning for expansion, face
periods when they need to rely on outside resources to stay afloat. Whether the
funds come from the owner’s pocket, accumulated business profits, or outside
funding sources, they provide the lifeline that keeps the business going when
expenses exceed revenue for a prolonged period. Use the information here to
forecast how much money you need — and for how long.

To estimate the funding requirement your business faces, take these steps:

1. Create a realistic forecast of your financial situation.

Follow the steps for preparing a pro forma or estimated statement of income,
expenses, and profit, along with an estimated balance sheet and cash flow
statement.

2. Estimate your funding need.

Use your financial forecasts, and especially your cash flow projection, to determine
how long you anticipate expenses to exceed revenue and by how much. Doing so
helps you get a handle on when you expect expenses to be incurred, when you
expect revenues to roll in, and the amount of funding you need in order to cover the
gap.

3. Create a funding time frame.

After you establish how much funding you need, create a schedule for how long you
need the funding to last before your business needs to become self-sufficient. This
schedule, called your time frame, should include dates by which you plan to meet
revenue-generating milestones — for example, first customer, first major contract,
first $10,000 in sales, and so on — that you can monitor as indicators that your
business is on track to achieve profitability before funding runs out.

As you forecast how long your funding needs to last, be aware of these terms:

 Runway: The amount of time funding needs to last before your business becomes
profitable and self-sufficient or until additional funding will be required

 Burn rate: The speed with which you expect to spend the funding you’ve raised —
in practical terms, the amount of cash required each month to cover the costs of
staying in business

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 LIMITATIONS OF THE SERVICE
The business plan is only a plan and does not assurance achievement.
For example, sales may be lower than predicted as they can be affected
by a range of issues. There are some limitations to the business plan.
This is why those plans can’t be successful. These limitations or pitfalls
are as follows:

 Lack of realistic goals: Some entrepreneurs set such goals that are not
attainable;
 A problem in determining time-period; if the plan is too rigid some
problems may arise, it must be flexible to adapt to market changed.
 Failure to anticipate a future problem;
 Lack of sufficient information;
 Lack of commitment: Starting is good but the spirit of an initiative
declines;
 Lack of practical experience;
 Lack of alternative plan;
 Insufficient knowledge about the market;
 No consideration of SWOT: SWOT means strength, weakness,
opportunities, and threats;
 Unnecessary delay in project report formulation and implementation;
 A problem in priority consideration;
 Lack of efficient manpower;
 Lack of flexibility;
 A wrong assessment of the market.

7 Major Limitations to Effective Planning | Business Management

 Planning is costly: ADVERTISEMENTS: ...
 Planning is a time consuming process: ...
 Planning reduces initiative of employees: ...
 Reluctance to change: ...
 Capital invested in fixed assets limits planning: ...
 Inaccuracy in planning: ...
 Planning is effected by external limitations:

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These are some of the factors which prevent the
growth of a business beyond a certain limit

32
 How Customer Service Technology Will Change
the Future of Customer Service
Mobile Phone is an electronic device used for communication and messaging. Now
days this has become very popular and essential need of the society. These are
available in various make and brands in the market. Therefore repairing and
servicing of mobile phones are also required to be done. This has got a
prospective market.

Repairing and Servicing of mobile phones have a good market prospect all over
the country. This business can be started in a very less investment. Though
branded companies have their own service centre but the demand for repairing
of mobile phones are very high therefore more service centres are required.
Planning is effected by external limitations:

They should be open to learning new developments in the mobile industry and
should have the skills to do their work effectively to be successful in this field.
Education is not a measure of the skills of a person working as a mobile repairing
technician. These professionals should have deep knowledge about phones,
different parts that make a phone, the manner in which a particular part can affect
the working of the rest of the phone and things similar to these.
In mobile phone repairing, a person’s skills matter and not his educational
qualifications. And someone who is able to repair with perfection is always
appreciated and respected in the industry even if they did not go through formal
education or have a college degree.

33
 CONCLUSION
The Companys' management has carefully considered its market, potential customer
base, and its ability to grow its sales average to capture market share in the Home
made food industry app

The Company has the potential to become a highly regarded resource in local,
regional, national markets. Due to the company's aggressive marketing strategy,
establishment of the company as a "unique" entity in its industry, careful
development of its products coupled with strategic partnerships with some of the
industry's leaders, and the company's profitable revenue model, The Company has
the potential to provide lucrative returns to potential investors.

For The Company to achieve status as an industry leader, it must secure initial
capital. This capital will be used for start-up costs, to establish a reputable store
front, and to further develop the business, business infrastructure, internal systems,
product development, and extensive marketing and geographic positioning.

Providing that the company is able to acquire its funding requirements,

achieve operational success for many years to come

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