Roll No.

: IB1816104

Name of Institute : BIIB

Batch : 2018-20

Specialization : IB

Semester : 4th

Subject Name : Entrepreneurship

Submitted By : Navdha Goel

Submitted On Date : 17th April, 2020

Total No. of Pages : 22

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 CASE 1: ECOWASH: A BUSINESS OPPORTUNITY WORTH
PURSUING?

Question 1(a)

Aiden Patel was a high spirited personality. He always thought that he is not made for
working under someone else. Patel always had a belief that he would start something of
his own. After finishing his graduation from the marketing field from the university he
was able to start thinking about his entrepreneurial skills and wanted to start his own
business venture.

While attending a wedding where he met Madelyn Chao, who fancied herself as an
inventor, Chao was able to learn from Patel’s studies and wanted to help her by solving
the problems Patel mentioned. Earlier, Chao was known to have a personality where she
would be making products only for her personal use. These products would only solve the
problems in her life by offering her benefits.

Here for the first time Chao was able to come up with something that would be beneficial
for all. She had a product that would not benefit but she had an eco-friendly car wash.
This car wash in the prototype stage was extensively tested by her in the field to find the
different shortcomings etc. about the product. This product was ready to be marketed to
the potential customers and was ready to solve the cleanliness problem of the car owners
out there. This product was designed and patented to clean up any discharge of waste
water while cleaning the car from both interior and exterior. This product here was able to
provide solution to the user in an eco-friendly way at an economical cost.

This product was named Eco-Wash, a product out there which was able to provide
economical car washing solutions and services to the customers out there.

Being the first time Chao created something not for herself, this approach has a few
problems. Here doing so creates a sort of risk, a threat. A threat of marketing myopia.
This refers to the scenario when marketers fall in the trap of loving their own product and
own product only. They are unable to look into the future possible innovations and
solutions that can be offered to the users out there. This refers to a short sighted approach.
Being inexperienced in this field of creating solutions for all can lead the marketer and
the creator into a trap of failing to meet the expectations and dynamic demands of the
consumers out there. So, this approach even though is there for the innovative and
inquisitive minds but could possibly falter in the long run.

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Question 1(b)

Lean start-up methodology refers to the scientific approach where the entrepreneurs would
create and manage their start-ups in order to deliver the demanded products to the customer’s
hands fast. This method teaches one how to drive and actually run a business, how to steer,
when to turn and when to persevere and grow the business with acceleration. This approach
can be considered as the principle approach to the new product development. This
methodology has a few key principles. They are-

I. Entrepreneurs are everywhere- This principle wants us to think to change the

world. Entrepreneurs can be found anywhere and to start a business or to innovate,
you can do it anytime and anywhere. This can be done even in a garage where you
can easily sit and solve the problem of internet searches and give birth to the one of
the world’s largest tech based company with an unparalleled and unmatched search
engine like Google.

II. Entrepreneurship is management- As an entrepreneur; you need to exercise strong

management skills to compensate for yourself. To effectively execute the method you
need to learn the procedure. Once you learn how to measure interest and assess the
next steps, it is easier to prevent mistakes.

III. Validated Learning- Start-ups are out there to learn how to create a viable company.
By running experiments which demonstrate and test your vision the component can be
scientifically validated. You should be able to recognise and resolve the key risks in
your product or service with approval, and make changes to position your brand
properly.

IV. Innovation Accounting- This method keeps entrepreneurs responsible for their
actions and results through work prioritization, progress assessment, and achievement
delineation. Both of these components work together to describe entrepreneurship,
and to create a new way of doing it.

V. Build-Measure-Learn- This here refers to the core of the lean start-up model. It
means that a start up’s key task is to turn concepts into goods or services, evaluate the
customer reaction metrics and decide whether you need to pivot (change something)
or persevere (continue on).

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Question 1(c)

Lean start-up methodology refers to the scientific approach where the entrepreneurs would
create and manage their start-ups in order to deliver the demanded products to the customer’s
hands fast. This method teaches one how to drive and actually run a business, how to steer,
when to turn and when to persevere and grow the business with acceleration. In Chao’s case
we will see how she has embraced the lean startup principles.

Entrepreneurs are everywhere- Being in college itself the innovative and inquisitive mind
of Chao kept pushing her to solve the problems for herself. This further led her to generate
the entrepreneurial spirit where she was able to develop “Eco-wash” providing eco-friendly
solutions to the customers.

Entrepreneurship is management- As an entrepreneur; you need to exercise strong

management skills to compensate for yourself. In order to sharpen these skills Chao was a
keen learner. She used to learn from Patel and while working with him. Before releasing the
product, she was successful in testing out the prototype of the product out in the field to find
the potential problems that the product could had so she could deliver a better offering out
there.

Validated Learning- Start-ups are out there to learn how to create a viable company. By
running experiments which demonstrate and test your vision the component can be
scientifically validated. While working with Patel, she tested the prototype initially then they
both laid down their business plan in order to have the business venture financially ready for
launch.

Innovation Accounting- This method keeps entrepreneurs responsible for their actions and
results through work prioritization, progress assessment, and achievement delineation. Chao
was able to achieve this by working with Patel thoroughly so that they can lay out the
financials. They used to do market research and then only they were able to appropriately
segment their customer segment. Doing so makes them better entrepreneurs.

Build-Measure-Learn- This here refers to the core of the lean start-up model. It means that a
start up’s key task is to turn concepts into goods or services, evaluate the customer reaction
metrics and decide whether you need to pivot (change something) or persevere (continue on).

Here the segmentation and targeting of the customer segments appropriately came into play.
Both Chao and Patel were able to follow this core of the model properly and they identified
the problem and were able to offer better eco-friendly solutions.

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Question 1(d)

Here is a lean canvas for all the 4 customer segments in one lean canvas model. The model is
made from scratch into a blank template consolidated for all the 4 customer segments.

PROBLEM SOLUTION UNIQUE VALUE UNFAIR CUSTOMER

PROPOSITION ADVANTAGE SEGMENTS

 Time taken for  Clean wash  A dynamic eco-  Patented discharge  Car
wash dealership
 Eco-friendly friendly powerful less car washing
 Frequency of wash wash car wash system service  Fleet
 Cost effectiveness  Readily available
which cleans both CHANNELS vehicles
interior and exterior  Valets
of the car without  Other
leaving any  Mobile car wash
aspiring
discharge to bother trucks
entrepreneur
COST KEY METRICS the user REVENUE s

STRUCTURE STREAMS

 Costs = $1,19,600  No. of workers  $25/car wash

 Revenue =  No. of car
$1,56,000 washes per day
 Profit = $36,400
 Number of trucks

YEAR 1 financials

with one truck

Question 1(e)

The key assumptions in the Eco Wash business model are –

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1. The car wash workers would be paid $9 hourly, the sales person would be paid @

$10.50/hour whereas the managers @ $20/hour.

2. The truck would operate for 5 days a week and 260 washes per year with one truck

3. The supplies for car washes and maintenance equipment will cost $3 per wash

4. Each wash would take approximately 15 minutes

5. Each wash would be charged @ $25 per wash-they will work 8 hours a day where 2

hours would be spent for administrative work.

6. Total washes in one day would be approximately 24, 120 in a week and 6240 in the

assumed 52 working weeks

7. The revenue generated here would be $1, 56,000 in the first year.

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 CASE 2: USING EFFECTUATION TO START UP A NEW VENTURE
THROUGH INSTAGRAM

Question 2(a)

The concerns that can be identified with Delaney’s business idea are:

1. Supply of goods
Her decision to sell products made by her friends and family or the surplus stock of a
store that makes the supply of goods quite uncertain. Instead of having a manufacturing
business these people are not able to supply as per requirements especially when a large
number of products are required.

2. Target audience

As Delaney’s Instagram followers are mainly millennials who followed her for her
content related to fashion, fitness and health, it is a belief that they may only buy products
which are in line with these areas of interest.

3. Shipping
The shipping cost here looks still bleak as there is no proper plan laid out.

4. Financials
The financials of her plan are not laid out properly so it again looks a lost case here.

5. What to sell
Delaney is still not sure and ready with a plan where she has decided what exactly she would
be selling.

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Question 2(b)

DOLLS
PROS CONS
 Supply sources were available other than  Threat of new entrant as any of the supplier
Madison can start selling online
 Customisation can be done as more control  Doesn’t really go with the target audiences
over production  The actual user (kids) are not on the platform
 Demand is positive

CHOCOLATE
PROS CONS
 Control over product  Threat of new entrant as any of the supplier
 In line with the target audience can start selling online
 Popular product also tested at restaurant  Doesn’t really go with the target audiences
 The actual user (kids) are not on the platform

SURPLUS CLOTHES
PROS CONS
 Lower price  No control over production
 Can achieve higher margins  Supply can be uneven
 No need to create an inventory  No in line with the TA

Question 2(c)

Causal thinking and successful thinking are two distinct, unconscious thought types which
are particularly important to business owners. Causal thinkers begin with a goal, and they
take stock of the materials and means at their disposal, then develop and implement a step-
by-step plan to achieve that goal.

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Good planners work more fluidly, beginning with what they already have, such as thoughts,
personal skills and resources at hand, and then working by integrating the elements at their
fingertips and modifying their proposals as they advance. Effective thinkers don't start with a
clearly defined goal; rather, they allow the goal to emerge from the process organically.

Most of us are familiar with causal thinking, which is taught in the business schools and other
disciplines. Conversely, positive thought determines the entrepreneur's domain.

The 5 principles of effectuation are –

a) The bird in hand

b) The affordable loss

c) The crazy-quilt

d) The pilot in plane

e) The lemonade

To explain them,

a) THE BIRD IN HAND - Your point of departure is your means and not your goal.
Start by looking at what tools are open to you right now. You will make the
stocktaking by telling yourself the questions: who am I, what do I know and who do I
meet? When can you quickly take steps and continue communicating with others
using these resources?

b) THE AFFORDABLE LOSS - Create a promise to how many you can expect to lose
and hold to that in advance. For certain action cases this idea should be extended to
get past resistance. Tell yourself, what can I potentially lose by making this decision
or by taking that step, and is that affordable? If it's an affordable loss and there are
large potential gains you should go for it.

c) THE CRAZY QUILT – Your business venture is created in collaboration with other
individuals and firms, who are all committed to the idea. Together you make things
work, and you welcome the shift in the vision and the aim of the cycle that bakes you
with new means. It is an evolutionary method in which you are calling for support and
collaboration and not just measuring the costs of competition and allowing strategic
analysis.

d) THE PILOT IN PLANE - Effectuators say the future isn't something that you can or
can even attempt to predict. Then the future is something that you seek to monitor. It
follows from this viewpoint that the emphasis is on certain things that are beyond the

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 power. The professional businessmen produce the success they want with this
strategy.

e) THE LEMONADE - Wait for surprises, and accept contingencies. Opportunities

exist in the unexpected effects. With this mentality, you capitalize on unexpected
events, and instead of resisting or reacting to them, you try and enjoy these moments.

Question 2(d)

Being in her shoes along with the talent Alyssa possess, I would like to carry forward the
idea but with caution. I would move ahead with caution and not look for a fairy-tale is
anything but a smart move. The success stories that Alyssa takes inspiration from are
inspiring but they can also lead to failures. It is always wise to learn from failures and not
blindly follow the successes.

In order to move ahead, I would plan out my business in the business canvas model and also
conduct a why-why analysis. Doing these two things would help me to thoroughly analyse
and then decide upon on my business venture in detail. Instead of making a rookie move and
just bluntly go ahead, planning out and then possibly taking suggestions from experts can
help me succeed.

The pros and cons listed for each product is worth pondering. That can actually help me to
reduce errors and remove the areas of concern. It would be a wiser option to find out the
shipping costs so that my financials are laid out. This would help me to see if the business
venture can actually make money at least on paper. Then I also would figure out which
product to initially focus on so that the maximized profits from that one can help me diversify
the market later on.

CASE 3: LIU BAI: A CHINESE SUCCESSOR’S DILEMMA

Question 3(a)

Gender plays a key role when it comes to family business succession. The tradition across the
globe has made the society quite male dominated. People had perception that education might

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change this trend of male dominance when it comes to professional succession, but as we can
see in this case of Bai the assumption is not true. Even in such a highly reputed business
family Bai was more inclined towards leading a happier career far away from home and not
to lead and take care of the family’s age old business.

Bai had suffered a lot personally as she used to be grilled by her father also at work. Despite
being the right fit to lead the family business forward, her father didn’t treat her well over the
course of time and preferred to keep power in hand. Even when he wanted to dilute the
company he wanted Bai there with him but again below his thumb.

This issue of gender in family business succession can be answered with just one word,
patriarchy. Patriarchy refers to the social system where the male members tend to be in the
important positions and tend to dominate and hold power and the important positions all the
way. This is an ideology where the succession is believed to be passed on to the eligible male
members of the family and business. The case can be seen in Lui’s family where even after
being highly educated and best fit for the business leader, she wasn’t given that right properly
with full respect and honour.

Patriarchy was well embedded in the hearts and minds of the society and her family. She used
to see her mother suffer as her father used to dominate her mother all her life. Her mother
was expected to be an ideal Chinese wife and wasn’t even supported by her parents. Seeing
her own mother suffer like that just made a dent in Lui’s heart and spirits only.

Question 3(b)

Rational decision making is a process involving making choices between alternatives. Here
the thinker would be making decisions based on the logic he/she perceives. Along with logic,
objectivity and analysis over subjectivity comes into play. The word rational itself means
thinking with a clear head here. Rational decision making has a few steps. They are –

 Goal formulation

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  Identification of criteria for decision making

 Identification of alternatives

 Analysis

 Final decision

During highly emotional family situations and especially when you are dealing with a big
business family, the rational mind tends to get clouded with emotions all the way. In the case
of Liu where she was a victim of patriarchy she had to work in a tense environment all along.
Working and thinking in such conditions would definitely lead to an emotionally clouded
judgement and decision making process. This means the rational thinking model can falter
here in such situations. This is where the limitations of the rational thinking model would
come into play.

The limitations would be-

 People rarely have full (or perfect) information. For example, the information might

not be available, the person might not be able to access it, or it might take too much

time or too many resources to acquire.

 The capacity of human reasoning to perform analyses and reason about contrasting

alternatives limits them. The more difficult a decision is to make absolutely rational

decisions the greater the limits.

Instead of always trying to maximize benefits while reducing costs, people are always likely
to settle for an appropriate alternative rather than the optimum. This is particularly true when
the variables within the selection criteria are difficult to quantify

Question 3(c)

A family business has several stages of change and evolution. The business crosses all that.
This change or continuous change with evolution and different stages is known as the life
cycle of a family business. It is said that a family business usually doesn’t last for more than
3 generations. If it does then it is a highly successful reign passed on tactfully.

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The business kicks off with the dreams of the founder. From that point onward, it’s the
decisions and the risk taking abilities of the entrepreneur that decides the fate and way
forward of the business.

Here it is important to analyse what the founder vision and mission is. Is it something
governed or rather dictated by his/her traditional values or something that he gradually learns
with time? This initial mode of the founder is full of invention and conservatism as he/she is
fairly new in the business. This stage can also be called the startup phase.

At a later point, in the next generation, the family gradually carries up their own ideas and
also a deep willingness to incorporate more creative thought and a more competent
organisation. The young generation typically profits from contemporary education and
advanced technical skills, which it uses to drive this stage of family business
'professionalization.' The incorporation of a more technical approach into the company can
occur under the leadership of the founder, or may occur only after the transition of leadership
to the second generation. The stage of professionalization is critical, because it provides the
foundation for the growth of industry. For this, we can consider the outcome optimum as here
the company owners understand and enhance their key market assets and continue looking
forward to future prospects.

The next step is that of 'Expansion & Restructuring' which needs a great deal of commitment
from management for creativity and a considerable level of risk taking. It's a re-inventing and
rework technique period. One can also say that this becomes the starting point where the
family business reverts to the original vision of the founder and then looks to take on the
present challenges.

The expansion process is also related to the need to restructure the family business. This stage
coincides mainly with the rise of family members active in the business (including in-laws
and cousins) and involves more detailed guidelines on family and corporate governance. This
stage in the family business life cycle is without a doubt the most important one. It
symbolizes a turning point: members of the family and the business can continue or fragment
and disappear. Unless the family company successfully completes the process of 'Expansion
& Restructuring,' it will reach the next stage that can be called 'Consolidation.'

Question 3(d)

Bai can easily be named as the last remaining sane soul in her family. By saying we can
easily tag her as the most appropriate and eligible person who can run the business. She is the
one that can further carry the business and possibly the family legacy. The age old family
business of Bai was run by her father Hong but he never treated her well. She along with her
mother was a victim of patriarchy.

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Patriarchy here meant that the social system where the male members tend to be in the
important positions and tend to dominate and hold power and the important positions all the
way. This is an ideology where the succession is believed to be passed on to the eligible male
members of the family and business. The case can be seen in Lui’s family where even after
being highly educated and best fit for the business leader, she wasn’t given that right properly
with full respect and honour.

Patriarchy was well embedded in the hearts and minds of the society and her family. She used
to see her mother suffer as her father used to dominate her mother all her life. Her mother
was expected to be an ideal Chinese wife and wasn’t even supported by her parents. Seeing
her own mother suffer like that just made a dent in Lui’s heart and spirits only.

After seeing her mother side with her father, Lui after being challenged by her father that she
won’t get any success, she decided to move out. By moving out she shifted to London where
she got a job at Tate & Lyle. She was having a successful and happy career to look forward to
there. But here is the point where her father calls her to come back so she has a very
important decision to make.

This decision would possibly decide the fate of their family business as well as the fate of
women in that family as her decisions would be setting an example for other female members
in her family and also in the society. That is why her decision to lead on to the succession
would be interrelated and interdependent with many factors of her past along with the ones
that are present in the society.

She has to choose to either lead a successful independent life away from home or to again
slog and feel insulted under her father.

One can argue that she can be bold and come back to fix things at home and set an example
of a successful female business leader born out of ashes and years of suffering and patriarchy.

CASE 4: MEMAKSA STEEL

Question 4(a)

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The success of this new type of blade and the Project #887 was destined by quite a few
factors. This new offering from Memaksa steel was quite an innovation that was achieved by
the R&D team at Memaksa steel. These factors that would eventually lead to success of
Project #887 can be pointed out as –

 New allow was used altogether which was never seen before in the market

 The abrasion was increased by 60%

 The 20% market share looked promising

 The new blade would increase the cutting time to 3 hours and 12 minutes from 2

hours and 5 minutes

 The blade changing time was only 18 minutes

 According to the sales force the new product can be sold by a price increased by 35%

compared to the current saw blades

The product has government backing as they consider it to be amongst the top 5 most
commercially viable innovations

Question 4(b)

Memaksa sells the saw blades to the saw mills in primarily in one of the two ways:

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  Saw blades and other metal products (such as drive shafts, metal rods, etc.) were sold

to industrial metal implement distributors, who in turn used their own sales force to

call on domestic fabricators, saw mills and industrial manufacturing facilities

 These products were sold to industry outfitters, who in turn resold a broad line of

goods, including saw blades, to the sawmills. At times, outfitters bought these

products directly from the distributors.

Here the distributers would get a 20% discount while the outfitters would be enjoying 15%
discount. These industry outfitters would normally call on sawmills with a broad assortment
of products that would be required for used for them. That is, they sold specialty tools, safety
equipment (e.g., safety goggles, boots, and gloves for the workforce), maintenance equipment
(e.g., lubricants, solvents, and scrapping tools) and treatment chemicals for wood
preservation processes. Typically, an outfitter might carry between 3,500 and 6,000 stock-
keeping units (SKUs). In contrast, a typical distributor would routinely carry roughly100
metal-based products.

Question 4(c)

If you're a manufacturer or seller, and you want to market your goods to customers, you'll
have to deal with distributors and dealers, both at home and abroad. A distributor's margin

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can vary from 3% to 30% of the selling price, the retailer's margin can vary from very little to
60%. All that depends on the product form, and who pays for the marketing activities.

The distributors and retailers we deploy must be having a margin after spending on different
inbound, storage and outbound activities of the supply chain. Hence these activities could be:

 Transportation

 Packaging

 Storage

 Financing

 Marketing

 Sales etc.

In the case of Memaksa, they were offering the distributors a margin of 20%. The distributor
would be using this margin to earn money after spending in the inbound, storage and
outbound logistics. A distributor typically would store 100 metal based products in his
inventory. These distributors are the ones responsible for the 20% market share that Memaksa
boasts.

Question 4(d)

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If any of the channel member refuses to not buy the product, the management can do quite a
few things that would persuade the channel member –

 Market the new product and its offerings extensively in the market

 Offer more margin

 Offer sales force training

 Offer exclusive dealership

 Offer customer incentive

 Offer special incentive on more purchase

 Threaten the channel member to remove other products as Memaksa already has a

20% market share

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 CASE 5: GHARPAR: THE LEAN BEAUTY START-UP THE TWIN
CITIES EXPANSION

Question 5(a)

The hypothesis driven decision-making is known as the traditional process. This process is a
fundamental one down to the point where we call it a brainchild of strategic thinking. This
involves a linear thinking method. Here the steps followed are –

I. Defining strategic question

II. Generating the hypothesis

III. Testing the hypothesis

a. Selecting analysis

b. Identifying data sources

c. Collecting data

IV. Analysing data

V. Presenting the findings

This method tends to be the most promising one offering solutions to the problems in a much
more scientific way.

In the case, the co-founders haven’t seemed to have perfectly and consistently applied the
hypothesis driven decision making. As we know this method requires problem identification,
generation of hypothesis etc., these steps were lacking at quite a few instances in the case of
Gharpar or GP.

The team at GP were facing problems at many points as we through across the case. First
they had an issue of religious friction in the region. Then they had to tackle the expectations
of the women they looked to target. The owners of GP failed to meet the demand at
Rawalpindi. Customer acquisition in Islamabad also appeared as a problem.

These problems were the ones that they faced an it was agreed by the management quite a
few times that lack of proper and extensive market research was the primary reason for these
issues. Hence, we can conclude that the hypothesis driven decision making was not followed
at GP consistently.

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Question 5(b)

Being in the co-founders’ shoes at GP, I would have definitely not followed the footsteps of
the existing founders. Even though the age old method of hypothesis driven research is
known to be “old”, but even today that method is quite reliable.

Being a founder of a new business venture, without any proper, deep and extensive marketing
research moving ahead would be a foolish idea. As widely pointed out by the original
founders, they required a more proper and extensive market research to have a problem free
journey in the cities of Pakistan. Doing so would have helped them overcome the problems
they faced.

The team at GP were facing problems at many points as we through across the case. First
they had an issue of religious friction in the region. Then they had to tackle the expectations
of the women they looked to target. The owners of GP failed to meet the demand at
Rawalpindi. Customer acquisition in Islamabad also appeared as a problem.

All these problems could have been avoided if they did proper market research consistently.
Along with that I would have conducted a pilot test or beta test in one city to test my service
in the field to actually know the shortcomings of the business venture and service offerings.
Then after working on them it would have been easier to proceed to the newer cities in full
force with a well prepared team.

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Question 5(c)

Lean start-up methodology refers to the scientific approach where the entrepreneurs would
create and manage their start-ups in order to deliver the demanded products to the customer’s
hands fast. This method teaches one how to drive and actually run a business, how to steer,
when to turn and when to persevere and grow the business with acceleration. This approach
can be considered as the principle approach to the new product development. This
methodology has a few key principles. They are-

I. Entrepreneurs are everywhere

II. Entrepreneurship is management

III. Validated Learning

IV. Innovation accounting

V. Build-Measure-Learn

In my opinion, the lean start-up model along with following their principles can be easily
applied to the company’s timeline at a few instances.

This model could be applied at the initial stages of the business venture when they were
working in the city of Islamabad. There, after applying the five principles of the model, the
lean start up model could have helped the GP team to drive and actually run a business, how
to steer, when to turn and when to persevere and grow the business with acceleration. Doing
so during the beta testing or the pilot phase in one city would have given them a better idea
about the strong points of their business, their USPs, their shortcomings, expected demands,
consumer behaviour, sales force behaviour, sales force expectations etc.

So, we can see that applying this model at the early stages of the business would have reaped
positive results for the GP team.

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Question 5(d)

No, in my opinion it is not a wise option to undertake geographical expansion into the twin
cities. There are quite a few factors that can be seen here in the case that should make the co-
founders think and only continue to focus on the growth in the Lahore market at least in the
near future.

These factors are –

 Lack of proper demand forecast

 Lack of proper sales forecast

 Erratic sales force performance

 Uncertain payroll scheme

 60% commission given to the beautician

 Erratic customer bookings

 Negative cash flow

 Exceeding cash outflow

 Lack of understanding of the consumer expectations and behaviour

So, all these factors here make me believe that the team at GP needs to take a step back and
analyse their mistakes and then try to rectify them. Doing so would yes take time and money
but they would be able to move ahead with fewer chances of mistakes thus generating a
greater chance for success upon expansion into various cities.

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