Alawi Nadim Taufiq 1609080 Battaglia Riccardo David 1240696 Dlutowska Joanna 1538750

1. rOOmiversity.com • - Improveyourexperienceabroad - AlawiNadimTaufiq 1609080 Battaglia Riccardo David 1240696 DlutowskaJoanna 1538750 Lanzi Francesco 1554138 Todoro Valentina 1302025 Zunino Diego 1261932

2. AGENDA • Business Idea • Market Analysis 2.1 Competitors 2.2 Buzz • Business model • 2.0 tools • How to implement the community

3. 1.Business idea The Estimation of Demand and Assessment of Test Cities

4. BUSINESS IDEA The creation of a community for exchange students • Core idea • Housing issues  Complementary “services” • Information sharing

5. BUSINESS IDEA The Core Idea • Finding accommodation abroad for short periods is not easy • Additionally renting out accommodation in home country for short periods can also be problematic • Providing a total solution for the housing issues of exchange students

6. 2.Market Analysis The Estimation of Demand and Assessment of Test Cities

7. Sources Used • ERASMUS Market as the first Market • Data easily available • From European Commission (Good Data) • A.Y. 2009/2010 (Recent Data)

8. Outgoing Students • Main Outgoing Students: Italian and Spanish • Advantage in trying to solve language issues which could affect IT and ES students

9. Incoming Students • Language issues (II) the other side of the coin • Try to manage a bargaining for a three months sub-let with an Italian Landlord… • Italy and Spain as the main markets

10. City Breakdown • No Capital (and Business) Cities  offer more sophisticated • Erasmus Student population pounded wrt City Population

11. Worldwide Market • OECD data: Anglo-Saxon countries favorite destinations • Longer Stays (more than one year study programmes) • Different Needs  Markets for expansion

12. Wrapping up • Granada • Salamanca • Santiago de Compostela • Siena rOOmieversity.com will focus on: ERASMUS market: Spain and Italy Greater Effort in University Cities such as:

13. 2.1. Competitors The Evaluation of Competitors

14. Competitors Direct Competitors • Classified advertising • Product/service specialized: house/apartments/room rentals • Community specialized: students room rentals and sharing • Pros and Cons • Indirect Competitors • Universities Official Websites • Social Networks (classified advertising) • Pros and Cons

15. Direct Competitors Classified Advertising

16. Direct Competitors Product/Service specialization: house/apartments/room rentals

17. Direct Competitors Community specialization: students room rentals and sharing

18. Direct competitionPROs & CONs Classified advertising Services specialization

19. Direct competitionPROs & CONs Communities specialization RE Agencies

20. Indirect Competition Universities Official Websites National Students Websites (accommodations services) University official Websites (accommodations services) Sample of a list of localspecialisedwebsites suggeste by the universityofficial website. (e.g Amsterdam) Official university websites with internal tools or sections with accomodations classifieds

21. IndirectCompetition Social Networks (classified advertising)

22. IndirectcompetitionPROs & CONs Universities’ websites Social Networks (classified ads)

23. 2.1. popularity of the topic What type of competitors do we have? wHere do we position ourselves?

24. SOME CONSIDERATIONS FROM A FIRST SEARCH • The topic is highly inflated: no risk of low search volumes • 2 main websites at the global level: • CraigsList • Gumtree • (and Easystanza in Italy) • Not focused business: not only housing services but other ecommerce purpose

25. From forums, blogs & DiscussionsBingSocial, Twitter, iGoogle.. Main issues • Length of the stay • E.g. “Finding the accommodation (in Switzerland) for short term rent is extremely difficult especially in big cities..”  • You will simply be not able to rent an apartment (even for sharing) from an agency. As the  minimum required stay is 1 year and you have to provide them with all sort of guarantees. In addition they will prefer someone with longer term over you. • University actual role/help • Scammers • Unappealing interfaces • Specific needs (vegetarian, celiac people, etc..)

26. What ppl think of current websitesCraigslist Global websites are good but not enough.

27. Most common problems Scams Reliability

28. Answers, Threats & Opportunities • Alternatives • RE websites • Other less known or local websites • Paper solutions • Universities office • Other considerations • No one else has the same traffic • Communities not a solution

29. Answers, Threats & Opportunities Old fashioned, unappealinginterface

30. Answers, Threats & Opportunities Swapping for lower-end homes, rooms, etc..

31. 3.Business model

32. BUSINESS MODEL

34. How to overcome legal issues

35. 4. ‘2.0 tools’

36. HOW TO IMPLEMENT 2.0 TOOLS Community & Forum Upload content, Feedback/comments & Folksonomy Map + Geotagging Applicationforsmartphones Augmented reality

37. Inward-facing SM Skype • Main communication mean Wiki & Calendar sharing Foursquare • All employee will always be geolocalized Twitter • For the upper managment Yammer • Knowledge sharing • Innovation contests

38. Timeline Inward-Facing SM When we’ll be more numerous Last step Basic social media to start with 38

39. Inward-facing SM Teams Better teamwork and sharing of ideas Projects Better progress tracking and collaboration Knowledge Locate info to do your job (internal SN) Admin/training Broadcast company policies and education

40. Incentives how to stimulate ’internals’? • AWARDS: the more you participate and keep updated your material, the more you will be rewarded (monetary incentive and others) • STATUS: the more you are proactive, the more you stimulate cooperation and communication among members, the higher your ‘2.0 profile status’  higher powers • INTERNAL MARKET: internal market for projects and tasks. Wages will be partially on a variable base. If you want to earn more, check what goes on on all internal platforms!

41. Company Innovation kick-off • Once a year, employees are invited for a weekend in a location where they have to develop a new innovative idea for the company. • The follow up proceeds during the year through social tools’ support such as Wiki, Blogs, the community. • At the end of the year the best innovation is awarded with a proper prize (e.g. Holiday, Devices, Coupons, etc..)

42. OUTward-facing SM Facebook & Twitter (profile of the community + logo) • Clients can post opinions, questions, announces  participate Linkedin & Xing Email & Newsletter • This will be a mean to communicate wih the outside but not as internal tool cause by definition doesn’t enhance knowledge sharing

43. OUTward-facing SM Marketing Public content to built web traffic Public relations Monitor/comment on product /service HR/ recruiting Locate new employee CXO As leader, share opinions and knowledge

44. World map of social networks (june 2011)

45. OUTward-facing SM local sn • Othercountryspecific social networks: • - Iwiwin Hungary- Nasza-klasa in Poland- Hyvesin Netherlands- Lidéin Czech Republic- Mixi in Japan- Draugiemin Latvia- Wretchin Taiwan

46. 5. How to implement the community

47. COMMUNITY IMPLEMENTATION Pre-LaunchCampaign Community Launch Agreements Contest: «Create rOOmiversity Logo»

48. COMMUNITY IMPLEMENTATION AGREEMENTS: • Contactingnationalembassies • Relations with universities (dorms and scholarships)

49. COMMUNITY IMPLEMENTATION PRE-LAUNCH CAMPAIGN: • Contest: «Create rOOmiversity Logo» • Social-Marketing (intensive advertisementCampains on the mostpopular Social Networks, Blogs and Universities’ websites) • Newsletter

50. rOOmiversity Coming from Goingto City City University University