Unhaggle Inc Case Study
Case Study #2
Unhaggle Inc.’s Exclusive Dealer Network Strategy
Date: Nov 4th, 2012
Table of Contents
I. Exclusive Summary…………………………………………………………………….4
II. Problem Statement…………………………………………………………………….4
III. SWOT Analysis of Micro and Macro Environments………………………………5 i.) Micro Environments……………………………………………………………5 1. Corporate Objectives………………………………………………………..5 2. Marketing……………………………………………………………………5 3. Managements………………………………………………………………..5 4. Operations (Production/ Service Process)………………………………….6 5. Finance………………………………………………………………………6 6. Research and Development………………………………………………….6 7. Human Resources……………………………………………………………6 8. Suppliers……………………………………………………………………...6 9. Competitors…………………………………………………………………..6 …show more content…
10. Publics………………………………………………………………………7 11. Customers……………………………………………………………………7 ii.) Macro Environments……………………………………………………………7 1. Demographic forces…………………………………………………………..7 2. Economic forces………………………………………………………………7 3. Natural forces…………………………………………………………………8 4. Technological forces…………………………………………………………..8 5. Political forces…………………………………………………………………8 6. Social forces……………………………………………………………………8
IV. Market Segmentation………………………………………………………………….9 i.) Primary Target market segments: Generation X……………………………………..9 ii.) Secondary Target Market segments: Baby Boomers and Millennials……………...10
V. Strategic Alternatives………………………………………………………………….10 i.) Strategic Alternative I: Join Membership Strategy…………………………………11 ii.) Strategic Alternatives II: Create a safety and easy-handle car choice options……..11 iii.) Strategic Alternatives III: Cooperate with Insurance Company Strategy………….12
VI. Recommendation……………………………………………………………………….12
VII. Implementation………………………………………………………………………..13
VIII. Conclusion…………….……………………………………………………………..13
IX. Appendices……………………………………………………………………………..14
X. Endnotes (Bibliography)……………………………………………………………….19
I. Executive Summary
Unhaggle Inc.
established in 2011 is first Canadian company makes it living by offering customers best auto price through internet. The company gathers more than 400 auto dealers around the big cities in Canada and put them into its online platform to serve customers with most valuable car deals. In order to expand its business and keep competitive in the market for the next year, the co-founder of Unhaggle Inc. wants to apply a strategy to make its dealers’ network more exclusively by limiting the amount of auto dealers and filter ones with good reputation and best price offering. But it may lead the company into a complex and high risky situation where they possibly end in losing both dealers and customers. To avoid this bad consequence, three strategic alternatives are developed. Strategic alternatives I targets Millennials and Generation X market by offering discounts on consulting fees when joining membership and make customers follow news and sales of Unhaggle.com. Strategic alternative II helps Baby Boomers in quick searching and provides them with choice options such as “safety and easy-handle car” that are more likely meeting their requirements. Strategic Alternatives III: Cooperate with Insurance Company Strategy- are highlight as recommendation in this market plans since it can attract more investment funds and best for company’s future developments. Implementation is brief analyzed in 5P’s: place, price, product, promotions and process which strictly lined by time. In the short term, company organizes team and starts doing research and estimating budgets. During the mid-term, team represents Unhaggle Inc. sign contract with insurance companies and confirm the partnerships. In the long run, company considers expanding markets or creating new
services.
II. Problem Statement
Unhaggle Inc. wants to develop an exclusive network of dealer strategy to increase market share and maintain competitive in the marketplace. However, the strategy may cause the high risky consequence if the company shrinks the size of auto dealers and have a negative impact on customer’s benefit.
III. SWOT Analysis of Micro and Macro Environments
Micro Environments (Refer to Appendix I)
Corporate Objectives: Unhaggle Inc.’s mission stated in the company website are to provide “The Smartest Way to Buy a Car” for customers. And the objectives of company in 2012 are to increase their customer volumes and then increase market shares by optimizing company’s network of dealers and make it more exclusively.
Marketing: Unhaggle Inc. builds and strengths brand awareness through press and YouTube. The company makes Andrew Tai who graduated with the degree of Honours Business Administration from the Richard Ivey School of Business at the University of Western Ontario as Media Inquiries. He posts 27 media reports from 21 presses such as Global Investors and CBC News on the press page of company website to increase the visibility of their brand. And he also drives favorability of brand by posting the YouTube videos on the home page of website. Those videos are recorded by customers to express their satisfaction and good experiences Unhaggle brings them when buying a car. Unhaggle Inc. also corporates with AMA (Alberta Motor Association) that is a membership organization established 1926 to provide further assistant services after sales.
Management: Andrew Tai, Neal Shah, Radek Garbowski and Leslie Wong are co-founders of Unhaggle. Except all get Honours Business Administration and graduated from the Richard Ivey School of Business at the University of Western Ontario, three of them have investment working experience in private firms or banks, and one used to work in the auto finance group for a top Canadian bank. They are all wise business people with good personality as well as leadership which can help lead company to a bright future and domain the market.
Operations (Production/Service Process): Unhaggle Inc. is a company that sells services through internet. Customers select a car on Unhaggle.com and pay at least $49 fee to submit an offer which goes to auto dealers, dealers then send a feedback to customers about the best price they can give to meet buyer’s requirement. Once buyer like the deal, they have to pay up to $250 to Unhaggle.com as deposits to reserve car and deposits will be credited as partial of car’s selling cost. Finally, Unhaggle transfers customer’s information to dealer and let them sign contract and pick up the car. In this whole process, Unhaggle works as an intermediaries between buyer and seller and all the work is based on the Internet. Production costs reduction and time saving are two strengths of Unhaggle service process line that make this new company grow fast and success after its launch.
Finance: Funds and investment for Unhaggle such a new company are very limited. And with a team of four people, the operating expense is low. Funds to expand business is not company’s priority job instead they need put funds in maintain the company operating.
Research and Development: Unhaggle’s research can be mainly completed among its buyers. Customers receive price offering information from dealers through Unhaggle website. Following the information, company can post a survey link where customers are willing to give a brief idea about how they feel about Unhaggle services and some suggestions for company’s further development.
Human Resources: Unhaggle Inc. is a small company and its working team is only made up of 4 people who are all the co-founders. The business work assign to each employee may not equally and lead some work extremely hard.
Suppliers: Worked as service intermediaries between buyer and seller, Unhaggle Inc. build a strong partnerships with 34 car brands and up to 400 auto dealers around big cities in Canada area. Having such large network of dealers can be strength for Unhaggle Inc. to maintain competitive with others.
Competitors: The existence of CarsDirect Inc. can be considered as a weakness for Unhaggle Inc.’s future development and expansion. CarsDirect Inc. was founded in 1998 and be an expert in online selling services. It takes large market shares in US and wins several awards for years. As a small and new company, Unhaggle Inc. still needs to work on attracting more customers, dealing with suppliers and improving its services. Otherwise, CarsDirect Inc. may take the place of Unhaggle Inc. and domain Canadian marketplace.
Publics: Since this new way of buying car online just come out about a year, publics still wait and see how company’s future turn out and what a good fresh car buying experience Unhaggle can offer to customers.
Customers: Instead of selling a tangible product like cars to customers, Unhaggle Inc. sells services. It is strength for company as it minimizes the unnecessary cost like advertisements and exhibit fees. And since all the Unhaggle services can be done online, it saves time for buyers and let them have more control on their decisions.
Macro Environments (Refer to Appendix I)
Demographic forces: Demographic forces can be considered as opportunities for Unhaglle Inc. By targeting three different age groups which are Baby Boomers (age 45-66), Generation X (age 35-44) and Millennials (age 15-34), Unhaggle Inc. is faced with three different customer markets. Baby Boomers’ customers have their own taste of choosing cars and other requirements which may differ from Generation X and Millennials’. Since Unhaggle Inc. cooperates with various brands of dealers, massive car requirements from three different customer markets guarantee the sales for all brands that make investment on Unhaggle.com. Furthermore, the population of three markets as Baby Boomers, Generation X and Millennials takes around 69% of total population in Canada. (Refer to Appendix III) It is a big opportunities for Unhaggle Inc. because of three markets’ total population size and strong market power.
Economic forces: Economic forces more act like threats for company’s future development. In Canada, the biggest challenge for Unhaggle Inc. is the market of used cars. For recent two years, the Canada Used Vehicle Price Index keeps more than 105% and never drops under 100% which indicates the used car markets is strong competitive to Unhaggle Inc. (Refer to Appendix VI) The other threats come from rapid price growth of gasoline. Even through Ottawa is the cheapest gasoline price in Canada, its gasoline price increases from 119.9 cents per liter to 127.1 cents per liters from 2008 to 2012. (Refer to Appendix IV)
Natural forces: Due to geographic reason, bad weather conditions in capital and major cities can be considered as opportunities for Unhaggle Inc. business. For example, the annual average of snowfall is 235.7, total precipitations is 943.5 and number of wet days are 162.2. Bad weather conditions incentive people’s need of buying a car and somehow may increase sales for Unhaggle Inc.
Technological forces: Since Unhaggle Inc. relies highly on computers and Internet to complete its business, technological forces involved in this case is treated as more opportunities than threats. Opportunities: Technology can simplify business works which can be easily used for customers. Millennials and Generation X’s customers are frequent computer users participating massive Internet activities. They are more willing to choose Unhaggle.com as their main way of buying cars. Threats occur when new technology comes out and companies that are not well prepared for changes may lose customers.
Political forces: Since buying a car through Unhaggle.com is relatively depending highly on computers, and privacy and security issues about customers’ information may give a negative impact on Unhaggle Inc. Customers need to deposit two payment through the whole buying process which leaves a big safety concerns about credit card information. Although governments have already made laws to protect people’s rights, some program of website can still anonymously record customers’ information. Unless Unhaggle Inc. continuously improves its internet security, customers won’t stay long with it.
Social forces: Canada is a very diversity cultural country, but Unhaggle Inc. only apply English as its primary using language when design its Unhaggle.com website, leaving threats for company’s further developments. Europe and Asian and Middle East contain around 78% of total immigrant population in Canada. In order to increase market shares and meet different requirement from customers, Unhaggle Inc. should redesign its Unhaggle.com webpage into several languages such French and Chinese. Sources: please see Endnotes for all relevant sources.
IV. Market Segmentation
In order to easily analysis Unhaggle case, customers markets are divided into three segments defined as Baby Boomers (age 45-66), Generation X (age 35-44) and Millennials (age 15-34). In this case, Generation X is primary target market and rest of two which are Baby Boomers and Millennials are considered as secondary target segments. (Refer to Appendix for Market Segment Grid)
Primary Target market segments: Generation X
There are several factors make Generation X stand out for Unhaggle Inc. to put it as primary targeting market. Firstly, Generation X’s total number of car drivers is approximate 2.8 million which is lowest in comparison with Baby Boomers’ around 3.3 million and Millennials’ 4.3 million. (Refer to Appendix II) But Generation X’s low market share in car buying market offers a big opportunity and space for Unhaggle Inc. to increase customer volumes in this age group. Secondly, Generation X is made up mostly people start to or already have a family and their demand of buying a car varies from smarts cars to large family vehicles. Target this customer market guarantees sales for each car brand that corporate with Unhaggle Inc., otherwise some of auto dealers may withdraw investment in Unhaggle if this company cannot help increase car buying deals. Thirdly, Generation X also refers to people around age 35-44 who have stable works and disposable income which allows this age group be able to afford car mortgages and even pursue high-quality brand cars like BMW or Mercedes-Benz. Since Unhaggle Inc.’s consulting fees is proportion to a car’s selling price, the more buyers ask information about high-quality brand, the higher consulting fees Unhaggle will earn.
Secondary Target Market segments: Baby Boomers and Millennials
Baby Boomers (age 45-66): As decreasing amount of car drivers and unavoidable physical limitation with aging problem, it is more appropriate to put Baby Boomers in the secondary target market place. Statistics represent that Baby Boomers often switch the mode of transportation from cars to public transit or walk due to age growth. Although weakness of this age group is strong, it is still worth investing because of its population size and market power. Baby Boomers contains more than 28% of total Canadian population in 2012 research which identified as largest part of population distributions compared with Millennials and Generation X.
Millennials (age 15-34): Considering Millennials as secondary target market mainly depends on its potential market purchasing power. First of all, the population size of Millennials is around 27% of total populations in Canada and buying power for this age group increase which is different from Baby Boomers. Second, Millennials are young people who are impulse and more likely changing job which leads them without enough disposal income that can afford a new car. However, they are also vain young adults who can invest all their saving to buy a fancy car. Third, Millennials are born when world is rapidly globalization and they are very good at using computers. As seen in Unhaggle Inc.’s service process line, majority works can be complete on computers leading Unhaggle.com a strong strength for Millennials to choice when they wants to buy a car.
V. Strategic Alternatives
To avoid problem of building exclusive dealers network and help the company’s further development, three strategic alternatives are determined.
Strategic Alternative I: Join Membership Strategy
The target market of this strategic alternative is Millennials and Generation X. These two age groups have more access to computers and check email daily. Unhaggle Inc. could encourage its customers join membership by offering discount on consult fees. For example, add a short sentence like “Become a member of us to save more” in its home page. Since its membership become large, Unhaggle Inc. can summarize their buyer volumes semiannually. Dealer network exclusively makes Unhaggle Inc. has less but good reputation auto dealers. In order to promise those dealers have sales through Unhaggle website, company can send car commercial discount information from different dealer to customers. Strength: Advantage of this strategy makes members know about latest news and ongoing discounts and attracts more customers who have less car knowledge be willing to make the purchase. Weakness: Some of customers may think too much commercial information frustrated. Costs: No further cost generates. Revenues: Although consult fees seem lower for members, more people join membership and higher chance of completing sales, leading more profits.
Strategic Alternatives II: Create a safety and easy-handle car choice options
This strategic alternative aims at Baby Boomers’ markets. Faced with physical limitations and aging problems, Baby Boomers are more likely to choose a more safety and easy-handle vehicle. Unhaggle Inc. can classify all the auto brands and generate one category named “safety and easy-handle cars” and place it as one of choice options on the home page under the search engine. Strength: This strategy saves time and makes searching easier for Baby Boomers since they are not quite familiar with processing works through Internet. Weakness: This classification is done by Unhaggle Inc. cannot be considered as professional information and may also lead unbalanced competitions among dealers. Costs: No further cost generates. Revenues: It increases the profit margin among this age group and may attract more customers.
Strategic Alternatives III: Cooperate with Insurance Company Strategy
The target market of this strategic alternative is Generation X. People in this age group are rational adults who have stable works and plenty disposable income. When buying a car, Generation X more tends to select a high-quality and practical car and make a lot of comparisons between different brands. By building partnership with multiple insurance companies, Unhaggle Inc. can offer more insurance choice options with relatively lower price when buyer makes final decision to reserve a car. Strengths: Unhaggle Inc. combine last isolate part- insurance-to its process line and guarantee the completeness of whole operations. It also saves customers time and money. Weakness: Insurance differs in different regions; Unhaggle Inc. can only provide a list of lower insurance companies within the boundary of customers’ living province. Costs: Unhaggle Inc. needs to negotiate with insurance companies and persuade them to make investment on Unhaggle.com. Revenues: Investment funds generated from insurance companies.
VI. Recommendation
Due to all the research and market analysis offered above, recommendation of choice in this case is Strategic Alternatives III: Cooperate with Insurance Company Strategy. This strategy gives Unhaggle Inc. a new direction of attracting investment and helps to strength business and future developments. With implementing exclusive dealer network market plans, Unhaggle Inc. will meet risky situations and full of challenges. Participation of insurance companies can be strength and contribute Unhaggle Inc. to be more competitive in the marketplace. And their joins also bring Unhaggle Inc. plenty financial funds which can be used for company’s further service improvements and developments. Giving customers a fresh new way of buying car without negotiate with car salesman is mission of Unhaggle Inc. By cooperating with insurance companies, Unhaggle Inc. continues to spread its mission in a new explanation- buying car insurance without negotiation. Compared with other two strategic alternatives provided above, this strategy strength company’s framework and accomplish its operation lines, bringing Unhaggle Inc. long run benefits.
VII. Implementation
Strategic Alternatives III: Cooperate with Insurance Company Strategy is targeting customers market as Generation X. Product: Car insurance services. Price: Unhaggle Inc. offer insurance information free to customers when they finally finish the reservation. Promotion: Promotion funds can be limited but also be used for creating separate web page for insurance information and making advertisements. Place: In Canada area. Process: In the short run (within 3 months), Unhaggle Inc. should first make a team of three people and select a manager who to deal with problems happens during negotiating with insurance companies. Then they need to do briefly researches on all domestic insurance companies, estimate budgets and list the possibility of numbers of insurance companies they can work with. During the mid-term period (4 months to 18 months), Unhaggle team starts to negotiate with insurance companies in Canada area and attract them to make investment on Unhaggle.com. In order to build partnership, Unhaggle Inc. will recommend car insurance information to customers only from their cooperated insurance company and exclude one that they do not work with, in return insurance company need to sign partnership contract with Unhaggle and also make the further investments. In the long- run (18 months+), Unhaggle have more financial funds and more stable partnership with dealers and insurance companies. Company can then consider expanding business or creating new services.
VIII. Conclusion
Based on all researches and market analysis, strategic alternatives III turns out to be best option for Unhaggle Inc. to stay competitive and minimize risk that exclusive dealer network may cause.
IX. Appendices
Appendix I: SWOT Analysis Chart
Strengths * Marketing: Build brand awareness through press and YouTube. Minimize the advertisement fees. * Management: co-founders are all get Honours Business Administration and graduated from the Richard Ivey School of Business, good personality such as leadership. * Operations: Reduce production cost and rely on high tech –computers and Internet. * Fewer people. Easily to make a decision. * Strong supplier network. * Minimizes the unnecessary cost like advertisements and exhibit fees. * Saves time for buyers and let them have more control on their decisions. | Weakness * Finance: Funds are limited. Cannot expand business at the beginning. * Research and Development: Limited to its customers. * Human Resources: one employee gets extra works. * CarsDirect founded in 1998, won several awards, domain US market. | Opportunities * Demographic forces: three different customer markets- Baby Boomers (age 45-66), Generation X (age 35-44) and Millennials (age 15-34). Big population size and strong market power. * Natural forces: Bad weather conditions incentive people’s need of purchase a car. | Threats * Economic forces: Competition with used car market and rapid growth price of gasoline. * Technological forces: new technology comes out and very competitive. * Political forces: add pressures on protect customers’ privacy and secure the infortion. * Social forces: diversity cultural country need company makes changes to meet different people’s requirements. |
Appendix II: The Number of Car Drivers in Age Group
Source: Statistics Canada. “Mode of Transportation (9), Age Groups (9) and Sex (3) for the Employed Labour Force 15 Years and Over Having a Usual Place of Work or No Fixed Workplace Address of Canada, Provinces, Territories, Census Metropolitan Areas and Census Agglomerations, 2006 Census - 20% Sample Data.” Statistics Canada. July 4, 2011.
Appendix III: The Age Distribution of Canada Population
Source: Statistics Canada. “Population by sex and age group.” Statistics Canada. Sep 27, 2012.
Appendix IV: Gasoline and Fuel oil, average retail prices by Urban Centre
Source: Statistics Canada. “Gasoline and fuel oil, average retail prices by urban centre.” Statistic Canada. Oct 19, 2012.
Appendix V: Segmentation Grid and Perceptual Map
Source: Information all get from Unhaggle.com.
Perceptual Map:
Brand(BMW) | Price($) | Luxury or Performance(1~5) | X1 | 38,500 | 4 | 128i | 36,000 | 2 | Z4 | 77,900 | 1 | Active Hybrid | 69,990 | 2 |
Brand(NISSAN) | Price($) | Luxury or Performance(1~5) | 370Z | 40,978 | 1 | Titan | 33,898 | 4 | Xterra | 33,998 | 5 | Maxma | 37,880 | 3 |
Brand(Jeep) | Price($) | Luxury or Performance(1~5) | Compass | 18,995 | 4 | Patriot | 17,895 | 4 | Liberty | 30,395 | 5 | Grand Cherokee | 38,195 | 5 |
Brand(Mazda) | Price($) | Luxury or Performance(1~5) | CX-7 | 26,745 | 3 | Mazda2 | 14,095 | 3 | Mazda6 | 24,145 | 2 | MX-5 | 29,145 | 1 |
Segmentation Grid:
| Generation(Age 35-44) | Baby Boomers(Age 45-66) | Millenniums(Age 15-34) | BMW | S | P | | NISSAN | S | P | P | Jeep | | P | P | Mazda | S | | P |
Appendix VI: The ADESA Canada Used Vehicle Price Index
Source: ADESA Working Wonders- The ADESA Canada Used Vehicle Price Index-ADESA.com. Sep 2012.
Appendix V: Decision Criteria Grid Strategic Alternatives | Difficulty Level | Financial Implications | Time to Full Implications | Solves Issue | Future Growth/Profits | Strategic Alternative I: Join Membership Strategy | Easy | Very Little costs | Can be implemented immediately | Yes | Medium | Strategic Alternatives II: Create a safety and easy-handle car choice options | Easy | Very Little costs | Can be implemented immediately | Yes | Low | Strategic Alternatives III: Cooperate with Insurance Company Strategy | High | High | At least a year | Yes | Extremely High |
X. Endnotes (Bibliography) 1. Sarah Chiu and Justin Leung. London: Richard Ivy School of Business. Case Study 9B12A014. Ivy Publishing. Print. 2012 2. Unhaggle Home page. 2012. http://www.unhaggle.com/ 3. Unhaggle Featured Press | Unhaggle.com http://www.unhaggle.com/press/?page=1 4. Unhaggle Auto Dealer Information | Unhaggle.com http://www.unhaggle.com/car-dealers/ 5. Albert Motor Association (AMA) | AMA.com http://www.ama.ab.ca/community-and-ama/about-ama 6. CarsDirects | Home page http://www.carsdirect.com/the-company 7. Statistics Canada. “Mode of Transportation (9), Age Groups (9) and Sex (3) for the Employed Labour Force 15 Years and Over Having a Usual Place of Work or No Fixed Workplace Address of Canada, Provinces, Territories, Census Metropolitan Areas and Census Agglomerations, 2006 Census - 20% Sample Data.” Statistics Canada. July 4, 2011. http://www12.statcan.gc.ca/census-recensement/2006/dp-pd/tbt/Rp-eng.cfm?TABID=1&LANG=E&APATH=3&DETAIL=0&DIM=0&FL=A&FREE=0&GC=0&GK=0&GRP=1&PID=90657&PRID=0&PTYPE=88971,97154&S=0&SHOWALL=0&SUB=0&Temporal=2006&THEME=76&VID=0&VNAMEE=&VNAMEF= 8. Statistics Canada. “Population by sex and age group.” Statistics Canada. Sep 27, 2012. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/demo10a-eng.htm 9. Statistics Canada. “Gasoline and fuel oil, average retail prices by urban centre.” Statistic Canada. Oct 19, 2012. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/econ154a-eng.htm 10. Statistics Canada. “Weather conditions in capital and major cities.” Statistics Canada. Oct 12, 2007. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/phys08a-eng.htm 11. Statistics Canada. “Canadian Internet use Survey, Internet use, by age group and Internet activity.” Statistic Canada. Oct 11, 2011. http://www5.statcan.gc.ca/cansim/a26?lang=eng&retrLang=eng&id=3580153&pattern=358-0152..358-0158&tabMode=dataTable&srchLan=-1&p1=-1&p2=-1 12. Statistics Canada. “Immigrants population by place of birth, by province and territory.” Statistic Canada. Dec 12, 2007. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/demo34a-eng.htm
13. ADESA Working Wonders- The ADESA Canada Used Vehicle Price Index-ADESA.com. Sep 2012. http://www.adesa.ca/price_index
--------------------------------------------
[ 1 ]. Sarah Chiu and Justin Leung. London: Richard Ivy School of Business. Case Study. Ivy Publishing. Print. 2012.
[ 2 ]. Unhaggle Home Page.
[ 3 ]. Unhaggle Featured Press Webpage.
[ 4 ]. AMA Introduction on home page.
[ 5 ]. Unhaggle Auto Dealer Information.
[ 6 ]. CarsDirect Home Page.
[ 7 ]. Statistics Canada. Population by sex and age group.
[ 8 ]. The ADESA Canada Used Vehicle Price Index.
[ 9 ]. Statistics Canada. Gasoline and fuel oil, average retail prices by urban centre.
[ 10 ]. Statistics Canada. Weather conditions in capital and major cities.
[ 11 ]. Statistics Canada. Canadian Internet use Survey, Internet use, by age group and Internet activity.
[ 12 ]. Statistics Canada. Immigrants population by place of birth, by province and territory.
[ 13 ]. Statistics Canada. Population by sex and age group.
Unhaggle Inc.’s Exclusive Dealer Network Strategy
Date: Nov 4th, 2012
Table of Contents
I. Exclusive Summary…………………………………………………………………….4
II. Problem Statement…………………………………………………………………….4
III. SWOT Analysis of Micro and Macro Environments………………………………5 i.) Micro Environments……………………………………………………………5 1. Corporate Objectives………………………………………………………..5 2. Marketing……………………………………………………………………5 3. Managements………………………………………………………………..5 4. Operations (Production/ Service Process)………………………………….6 5. Finance………………………………………………………………………6 6. Research and Development………………………………………………….6 7. Human Resources……………………………………………………………6 8. Suppliers……………………………………………………………………...6 9. Competitors…………………………………………………………………..6 …show more content…
10. Publics………………………………………………………………………7 11. Customers……………………………………………………………………7 ii.) Macro Environments……………………………………………………………7 1. Demographic forces…………………………………………………………..7 2. Economic forces………………………………………………………………7 3. Natural forces…………………………………………………………………8 4. Technological forces…………………………………………………………..8 5. Political forces…………………………………………………………………8 6. Social forces……………………………………………………………………8
IV. Market Segmentation………………………………………………………………….9 i.) Primary Target market segments: Generation X……………………………………..9 ii.) Secondary Target Market segments: Baby Boomers and Millennials……………...10
V. Strategic Alternatives………………………………………………………………….10 i.) Strategic Alternative I: Join Membership Strategy…………………………………11 ii.) Strategic Alternatives II: Create a safety and easy-handle car choice options……..11 iii.) Strategic Alternatives III: Cooperate with Insurance Company Strategy………….12
VI. Recommendation……………………………………………………………………….12
VII. Implementation………………………………………………………………………..13
VIII. Conclusion…………….……………………………………………………………..13
IX. Appendices……………………………………………………………………………..14
X. Endnotes (Bibliography)……………………………………………………………….19
I. Executive Summary
Unhaggle Inc.
established in 2011 is first Canadian company makes it living by offering customers best auto price through internet. The company gathers more than 400 auto dealers around the big cities in Canada and put them into its online platform to serve customers with most valuable car deals. In order to expand its business and keep competitive in the market for the next year, the co-founder of Unhaggle Inc. wants to apply a strategy to make its dealers’ network more exclusively by limiting the amount of auto dealers and filter ones with good reputation and best price offering. But it may lead the company into a complex and high risky situation where they possibly end in losing both dealers and customers. To avoid this bad consequence, three strategic alternatives are developed. Strategic alternatives I targets Millennials and Generation X market by offering discounts on consulting fees when joining membership and make customers follow news and sales of Unhaggle.com. Strategic alternative II helps Baby Boomers in quick searching and provides them with choice options such as “safety and easy-handle car” that are more likely meeting their requirements. Strategic Alternatives III: Cooperate with Insurance Company Strategy- are highlight as recommendation in this market plans since it can attract more investment funds and best for company’s future developments. Implementation is brief analyzed in 5P’s: place, price, product, promotions and process which strictly lined by time. In the short term, company organizes team and starts doing research and estimating budgets. During the mid-term, team represents Unhaggle Inc. sign contract with insurance companies and confirm the partnerships. In the long run, company considers expanding markets or creating new
services.
II. Problem Statement
Unhaggle Inc. wants to develop an exclusive network of dealer strategy to increase market share and maintain competitive in the marketplace. However, the strategy may cause the high risky consequence if the company shrinks the size of auto dealers and have a negative impact on customer’s benefit.
III. SWOT Analysis of Micro and Macro Environments
Micro Environments (Refer to Appendix I)
Corporate Objectives: Unhaggle Inc.’s mission stated in the company website are to provide “The Smartest Way to Buy a Car” for customers. And the objectives of company in 2012 are to increase their customer volumes and then increase market shares by optimizing company’s network of dealers and make it more exclusively.
Marketing: Unhaggle Inc. builds and strengths brand awareness through press and YouTube. The company makes Andrew Tai who graduated with the degree of Honours Business Administration from the Richard Ivey School of Business at the University of Western Ontario as Media Inquiries. He posts 27 media reports from 21 presses such as Global Investors and CBC News on the press page of company website to increase the visibility of their brand. And he also drives favorability of brand by posting the YouTube videos on the home page of website. Those videos are recorded by customers to express their satisfaction and good experiences Unhaggle brings them when buying a car. Unhaggle Inc. also corporates with AMA (Alberta Motor Association) that is a membership organization established 1926 to provide further assistant services after sales.
Management: Andrew Tai, Neal Shah, Radek Garbowski and Leslie Wong are co-founders of Unhaggle. Except all get Honours Business Administration and graduated from the Richard Ivey School of Business at the University of Western Ontario, three of them have investment working experience in private firms or banks, and one used to work in the auto finance group for a top Canadian bank. They are all wise business people with good personality as well as leadership which can help lead company to a bright future and domain the market.
Operations (Production/Service Process): Unhaggle Inc. is a company that sells services through internet. Customers select a car on Unhaggle.com and pay at least $49 fee to submit an offer which goes to auto dealers, dealers then send a feedback to customers about the best price they can give to meet buyer’s requirement. Once buyer like the deal, they have to pay up to $250 to Unhaggle.com as deposits to reserve car and deposits will be credited as partial of car’s selling cost. Finally, Unhaggle transfers customer’s information to dealer and let them sign contract and pick up the car. In this whole process, Unhaggle works as an intermediaries between buyer and seller and all the work is based on the Internet. Production costs reduction and time saving are two strengths of Unhaggle service process line that make this new company grow fast and success after its launch.
Finance: Funds and investment for Unhaggle such a new company are very limited. And with a team of four people, the operating expense is low. Funds to expand business is not company’s priority job instead they need put funds in maintain the company operating.
Research and Development: Unhaggle’s research can be mainly completed among its buyers. Customers receive price offering information from dealers through Unhaggle website. Following the information, company can post a survey link where customers are willing to give a brief idea about how they feel about Unhaggle services and some suggestions for company’s further development.
Human Resources: Unhaggle Inc. is a small company and its working team is only made up of 4 people who are all the co-founders. The business work assign to each employee may not equally and lead some work extremely hard.
Suppliers: Worked as service intermediaries between buyer and seller, Unhaggle Inc. build a strong partnerships with 34 car brands and up to 400 auto dealers around big cities in Canada area. Having such large network of dealers can be strength for Unhaggle Inc. to maintain competitive with others.
Competitors: The existence of CarsDirect Inc. can be considered as a weakness for Unhaggle Inc.’s future development and expansion. CarsDirect Inc. was founded in 1998 and be an expert in online selling services. It takes large market shares in US and wins several awards for years. As a small and new company, Unhaggle Inc. still needs to work on attracting more customers, dealing with suppliers and improving its services. Otherwise, CarsDirect Inc. may take the place of Unhaggle Inc. and domain Canadian marketplace.
Publics: Since this new way of buying car online just come out about a year, publics still wait and see how company’s future turn out and what a good fresh car buying experience Unhaggle can offer to customers.
Customers: Instead of selling a tangible product like cars to customers, Unhaggle Inc. sells services. It is strength for company as it minimizes the unnecessary cost like advertisements and exhibit fees. And since all the Unhaggle services can be done online, it saves time for buyers and let them have more control on their decisions.
Macro Environments (Refer to Appendix I)
Demographic forces: Demographic forces can be considered as opportunities for Unhaglle Inc. By targeting three different age groups which are Baby Boomers (age 45-66), Generation X (age 35-44) and Millennials (age 15-34), Unhaggle Inc. is faced with three different customer markets. Baby Boomers’ customers have their own taste of choosing cars and other requirements which may differ from Generation X and Millennials’. Since Unhaggle Inc. cooperates with various brands of dealers, massive car requirements from three different customer markets guarantee the sales for all brands that make investment on Unhaggle.com. Furthermore, the population of three markets as Baby Boomers, Generation X and Millennials takes around 69% of total population in Canada. (Refer to Appendix III) It is a big opportunities for Unhaggle Inc. because of three markets’ total population size and strong market power.
Economic forces: Economic forces more act like threats for company’s future development. In Canada, the biggest challenge for Unhaggle Inc. is the market of used cars. For recent two years, the Canada Used Vehicle Price Index keeps more than 105% and never drops under 100% which indicates the used car markets is strong competitive to Unhaggle Inc. (Refer to Appendix VI) The other threats come from rapid price growth of gasoline. Even through Ottawa is the cheapest gasoline price in Canada, its gasoline price increases from 119.9 cents per liter to 127.1 cents per liters from 2008 to 2012. (Refer to Appendix IV)
Natural forces: Due to geographic reason, bad weather conditions in capital and major cities can be considered as opportunities for Unhaggle Inc. business. For example, the annual average of snowfall is 235.7, total precipitations is 943.5 and number of wet days are 162.2. Bad weather conditions incentive people’s need of buying a car and somehow may increase sales for Unhaggle Inc.
Technological forces: Since Unhaggle Inc. relies highly on computers and Internet to complete its business, technological forces involved in this case is treated as more opportunities than threats. Opportunities: Technology can simplify business works which can be easily used for customers. Millennials and Generation X’s customers are frequent computer users participating massive Internet activities. They are more willing to choose Unhaggle.com as their main way of buying cars. Threats occur when new technology comes out and companies that are not well prepared for changes may lose customers.
Political forces: Since buying a car through Unhaggle.com is relatively depending highly on computers, and privacy and security issues about customers’ information may give a negative impact on Unhaggle Inc. Customers need to deposit two payment through the whole buying process which leaves a big safety concerns about credit card information. Although governments have already made laws to protect people’s rights, some program of website can still anonymously record customers’ information. Unless Unhaggle Inc. continuously improves its internet security, customers won’t stay long with it.
Social forces: Canada is a very diversity cultural country, but Unhaggle Inc. only apply English as its primary using language when design its Unhaggle.com website, leaving threats for company’s further developments. Europe and Asian and Middle East contain around 78% of total immigrant population in Canada. In order to increase market shares and meet different requirement from customers, Unhaggle Inc. should redesign its Unhaggle.com webpage into several languages such French and Chinese. Sources: please see Endnotes for all relevant sources.
IV. Market Segmentation
In order to easily analysis Unhaggle case, customers markets are divided into three segments defined as Baby Boomers (age 45-66), Generation X (age 35-44) and Millennials (age 15-34). In this case, Generation X is primary target market and rest of two which are Baby Boomers and Millennials are considered as secondary target segments. (Refer to Appendix for Market Segment Grid)
Primary Target market segments: Generation X
There are several factors make Generation X stand out for Unhaggle Inc. to put it as primary targeting market. Firstly, Generation X’s total number of car drivers is approximate 2.8 million which is lowest in comparison with Baby Boomers’ around 3.3 million and Millennials’ 4.3 million. (Refer to Appendix II) But Generation X’s low market share in car buying market offers a big opportunity and space for Unhaggle Inc. to increase customer volumes in this age group. Secondly, Generation X is made up mostly people start to or already have a family and their demand of buying a car varies from smarts cars to large family vehicles. Target this customer market guarantees sales for each car brand that corporate with Unhaggle Inc., otherwise some of auto dealers may withdraw investment in Unhaggle if this company cannot help increase car buying deals. Thirdly, Generation X also refers to people around age 35-44 who have stable works and disposable income which allows this age group be able to afford car mortgages and even pursue high-quality brand cars like BMW or Mercedes-Benz. Since Unhaggle Inc.’s consulting fees is proportion to a car’s selling price, the more buyers ask information about high-quality brand, the higher consulting fees Unhaggle will earn.
Secondary Target Market segments: Baby Boomers and Millennials
Baby Boomers (age 45-66): As decreasing amount of car drivers and unavoidable physical limitation with aging problem, it is more appropriate to put Baby Boomers in the secondary target market place. Statistics represent that Baby Boomers often switch the mode of transportation from cars to public transit or walk due to age growth. Although weakness of this age group is strong, it is still worth investing because of its population size and market power. Baby Boomers contains more than 28% of total Canadian population in 2012 research which identified as largest part of population distributions compared with Millennials and Generation X.
Millennials (age 15-34): Considering Millennials as secondary target market mainly depends on its potential market purchasing power. First of all, the population size of Millennials is around 27% of total populations in Canada and buying power for this age group increase which is different from Baby Boomers. Second, Millennials are young people who are impulse and more likely changing job which leads them without enough disposal income that can afford a new car. However, they are also vain young adults who can invest all their saving to buy a fancy car. Third, Millennials are born when world is rapidly globalization and they are very good at using computers. As seen in Unhaggle Inc.’s service process line, majority works can be complete on computers leading Unhaggle.com a strong strength for Millennials to choice when they wants to buy a car.
V. Strategic Alternatives
To avoid problem of building exclusive dealers network and help the company’s further development, three strategic alternatives are determined.
Strategic Alternative I: Join Membership Strategy
The target market of this strategic alternative is Millennials and Generation X. These two age groups have more access to computers and check email daily. Unhaggle Inc. could encourage its customers join membership by offering discount on consult fees. For example, add a short sentence like “Become a member of us to save more” in its home page. Since its membership become large, Unhaggle Inc. can summarize their buyer volumes semiannually. Dealer network exclusively makes Unhaggle Inc. has less but good reputation auto dealers. In order to promise those dealers have sales through Unhaggle website, company can send car commercial discount information from different dealer to customers. Strength: Advantage of this strategy makes members know about latest news and ongoing discounts and attracts more customers who have less car knowledge be willing to make the purchase. Weakness: Some of customers may think too much commercial information frustrated. Costs: No further cost generates. Revenues: Although consult fees seem lower for members, more people join membership and higher chance of completing sales, leading more profits.
Strategic Alternatives II: Create a safety and easy-handle car choice options
This strategic alternative aims at Baby Boomers’ markets. Faced with physical limitations and aging problems, Baby Boomers are more likely to choose a more safety and easy-handle vehicle. Unhaggle Inc. can classify all the auto brands and generate one category named “safety and easy-handle cars” and place it as one of choice options on the home page under the search engine. Strength: This strategy saves time and makes searching easier for Baby Boomers since they are not quite familiar with processing works through Internet. Weakness: This classification is done by Unhaggle Inc. cannot be considered as professional information and may also lead unbalanced competitions among dealers. Costs: No further cost generates. Revenues: It increases the profit margin among this age group and may attract more customers.
Strategic Alternatives III: Cooperate with Insurance Company Strategy
The target market of this strategic alternative is Generation X. People in this age group are rational adults who have stable works and plenty disposable income. When buying a car, Generation X more tends to select a high-quality and practical car and make a lot of comparisons between different brands. By building partnership with multiple insurance companies, Unhaggle Inc. can offer more insurance choice options with relatively lower price when buyer makes final decision to reserve a car. Strengths: Unhaggle Inc. combine last isolate part- insurance-to its process line and guarantee the completeness of whole operations. It also saves customers time and money. Weakness: Insurance differs in different regions; Unhaggle Inc. can only provide a list of lower insurance companies within the boundary of customers’ living province. Costs: Unhaggle Inc. needs to negotiate with insurance companies and persuade them to make investment on Unhaggle.com. Revenues: Investment funds generated from insurance companies.
VI. Recommendation
Due to all the research and market analysis offered above, recommendation of choice in this case is Strategic Alternatives III: Cooperate with Insurance Company Strategy. This strategy gives Unhaggle Inc. a new direction of attracting investment and helps to strength business and future developments. With implementing exclusive dealer network market plans, Unhaggle Inc. will meet risky situations and full of challenges. Participation of insurance companies can be strength and contribute Unhaggle Inc. to be more competitive in the marketplace. And their joins also bring Unhaggle Inc. plenty financial funds which can be used for company’s further service improvements and developments. Giving customers a fresh new way of buying car without negotiate with car salesman is mission of Unhaggle Inc. By cooperating with insurance companies, Unhaggle Inc. continues to spread its mission in a new explanation- buying car insurance without negotiation. Compared with other two strategic alternatives provided above, this strategy strength company’s framework and accomplish its operation lines, bringing Unhaggle Inc. long run benefits.
VII. Implementation
Strategic Alternatives III: Cooperate with Insurance Company Strategy is targeting customers market as Generation X. Product: Car insurance services. Price: Unhaggle Inc. offer insurance information free to customers when they finally finish the reservation. Promotion: Promotion funds can be limited but also be used for creating separate web page for insurance information and making advertisements. Place: In Canada area. Process: In the short run (within 3 months), Unhaggle Inc. should first make a team of three people and select a manager who to deal with problems happens during negotiating with insurance companies. Then they need to do briefly researches on all domestic insurance companies, estimate budgets and list the possibility of numbers of insurance companies they can work with. During the mid-term period (4 months to 18 months), Unhaggle team starts to negotiate with insurance companies in Canada area and attract them to make investment on Unhaggle.com. In order to build partnership, Unhaggle Inc. will recommend car insurance information to customers only from their cooperated insurance company and exclude one that they do not work with, in return insurance company need to sign partnership contract with Unhaggle and also make the further investments. In the long- run (18 months+), Unhaggle have more financial funds and more stable partnership with dealers and insurance companies. Company can then consider expanding business or creating new services.
VIII. Conclusion
Based on all researches and market analysis, strategic alternatives III turns out to be best option for Unhaggle Inc. to stay competitive and minimize risk that exclusive dealer network may cause.
IX. Appendices
Appendix I: SWOT Analysis Chart
Strengths * Marketing: Build brand awareness through press and YouTube. Minimize the advertisement fees. * Management: co-founders are all get Honours Business Administration and graduated from the Richard Ivey School of Business, good personality such as leadership. * Operations: Reduce production cost and rely on high tech –computers and Internet. * Fewer people. Easily to make a decision. * Strong supplier network. * Minimizes the unnecessary cost like advertisements and exhibit fees. * Saves time for buyers and let them have more control on their decisions. | Weakness * Finance: Funds are limited. Cannot expand business at the beginning. * Research and Development: Limited to its customers. * Human Resources: one employee gets extra works. * CarsDirect founded in 1998, won several awards, domain US market. | Opportunities * Demographic forces: three different customer markets- Baby Boomers (age 45-66), Generation X (age 35-44) and Millennials (age 15-34). Big population size and strong market power. * Natural forces: Bad weather conditions incentive people’s need of purchase a car. | Threats * Economic forces: Competition with used car market and rapid growth price of gasoline. * Technological forces: new technology comes out and very competitive. * Political forces: add pressures on protect customers’ privacy and secure the infortion. * Social forces: diversity cultural country need company makes changes to meet different people’s requirements. |
Appendix II: The Number of Car Drivers in Age Group
Source: Statistics Canada. “Mode of Transportation (9), Age Groups (9) and Sex (3) for the Employed Labour Force 15 Years and Over Having a Usual Place of Work or No Fixed Workplace Address of Canada, Provinces, Territories, Census Metropolitan Areas and Census Agglomerations, 2006 Census - 20% Sample Data.” Statistics Canada. July 4, 2011.
Appendix III: The Age Distribution of Canada Population
Source: Statistics Canada. “Population by sex and age group.” Statistics Canada. Sep 27, 2012.
Appendix IV: Gasoline and Fuel oil, average retail prices by Urban Centre
Source: Statistics Canada. “Gasoline and fuel oil, average retail prices by urban centre.” Statistic Canada. Oct 19, 2012.
Appendix V: Segmentation Grid and Perceptual Map
Source: Information all get from Unhaggle.com.
Perceptual Map:
Brand(BMW) | Price($) | Luxury or Performance(1~5) | X1 | 38,500 | 4 | 128i | 36,000 | 2 | Z4 | 77,900 | 1 | Active Hybrid | 69,990 | 2 |
Brand(NISSAN) | Price($) | Luxury or Performance(1~5) | 370Z | 40,978 | 1 | Titan | 33,898 | 4 | Xterra | 33,998 | 5 | Maxma | 37,880 | 3 |
Brand(Jeep) | Price($) | Luxury or Performance(1~5) | Compass | 18,995 | 4 | Patriot | 17,895 | 4 | Liberty | 30,395 | 5 | Grand Cherokee | 38,195 | 5 |
Brand(Mazda) | Price($) | Luxury or Performance(1~5) | CX-7 | 26,745 | 3 | Mazda2 | 14,095 | 3 | Mazda6 | 24,145 | 2 | MX-5 | 29,145 | 1 |
Segmentation Grid:
| Generation(Age 35-44) | Baby Boomers(Age 45-66) | Millenniums(Age 15-34) | BMW | S | P | | NISSAN | S | P | P | Jeep | | P | P | Mazda | S | | P |
Appendix VI: The ADESA Canada Used Vehicle Price Index
Source: ADESA Working Wonders- The ADESA Canada Used Vehicle Price Index-ADESA.com. Sep 2012.
Appendix V: Decision Criteria Grid Strategic Alternatives | Difficulty Level | Financial Implications | Time to Full Implications | Solves Issue | Future Growth/Profits | Strategic Alternative I: Join Membership Strategy | Easy | Very Little costs | Can be implemented immediately | Yes | Medium | Strategic Alternatives II: Create a safety and easy-handle car choice options | Easy | Very Little costs | Can be implemented immediately | Yes | Low | Strategic Alternatives III: Cooperate with Insurance Company Strategy | High | High | At least a year | Yes | Extremely High |
X. Endnotes (Bibliography) 1. Sarah Chiu and Justin Leung. London: Richard Ivy School of Business. Case Study 9B12A014. Ivy Publishing. Print. 2012 2. Unhaggle Home page. 2012. http://www.unhaggle.com/ 3. Unhaggle Featured Press | Unhaggle.com http://www.unhaggle.com/press/?page=1 4. Unhaggle Auto Dealer Information | Unhaggle.com http://www.unhaggle.com/car-dealers/ 5. Albert Motor Association (AMA) | AMA.com http://www.ama.ab.ca/community-and-ama/about-ama 6. CarsDirects | Home page http://www.carsdirect.com/the-company 7. Statistics Canada. “Mode of Transportation (9), Age Groups (9) and Sex (3) for the Employed Labour Force 15 Years and Over Having a Usual Place of Work or No Fixed Workplace Address of Canada, Provinces, Territories, Census Metropolitan Areas and Census Agglomerations, 2006 Census - 20% Sample Data.” Statistics Canada. July 4, 2011. http://www12.statcan.gc.ca/census-recensement/2006/dp-pd/tbt/Rp-eng.cfm?TABID=1&LANG=E&APATH=3&DETAIL=0&DIM=0&FL=A&FREE=0&GC=0&GK=0&GRP=1&PID=90657&PRID=0&PTYPE=88971,97154&S=0&SHOWALL=0&SUB=0&Temporal=2006&THEME=76&VID=0&VNAMEE=&VNAMEF= 8. Statistics Canada. “Population by sex and age group.” Statistics Canada. Sep 27, 2012. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/demo10a-eng.htm 9. Statistics Canada. “Gasoline and fuel oil, average retail prices by urban centre.” Statistic Canada. Oct 19, 2012. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/econ154a-eng.htm 10. Statistics Canada. “Weather conditions in capital and major cities.” Statistics Canada. Oct 12, 2007. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/phys08a-eng.htm 11. Statistics Canada. “Canadian Internet use Survey, Internet use, by age group and Internet activity.” Statistic Canada. Oct 11, 2011. http://www5.statcan.gc.ca/cansim/a26?lang=eng&retrLang=eng&id=3580153&pattern=358-0152..358-0158&tabMode=dataTable&srchLan=-1&p1=-1&p2=-1 12. Statistics Canada. “Immigrants population by place of birth, by province and territory.” Statistic Canada. Dec 12, 2007. http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/demo34a-eng.htm
13. ADESA Working Wonders- The ADESA Canada Used Vehicle Price Index-ADESA.com. Sep 2012. http://www.adesa.ca/price_index
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[ 1 ]. Sarah Chiu and Justin Leung. London: Richard Ivy School of Business. Case Study. Ivy Publishing. Print. 2012.
[ 2 ]. Unhaggle Home Page.
[ 3 ]. Unhaggle Featured Press Webpage.
[ 4 ]. AMA Introduction on home page.
[ 5 ]. Unhaggle Auto Dealer Information.
[ 6 ]. CarsDirect Home Page.
[ 7 ]. Statistics Canada. Population by sex and age group.
[ 8 ]. The ADESA Canada Used Vehicle Price Index.
[ 9 ]. Statistics Canada. Gasoline and fuel oil, average retail prices by urban centre.
[ 10 ]. Statistics Canada. Weather conditions in capital and major cities.
[ 11 ]. Statistics Canada. Canadian Internet use Survey, Internet use, by age group and Internet activity.
[ 12 ]. Statistics Canada. Immigrants population by place of birth, by province and territory.
[ 13 ]. Statistics Canada. Population by sex and age group.