Strategic Recommendations

Jen NicosiaErin O‘Flaherty

Yuki PalermoLidia Sandoval

Ruby DiazMark GiancarloJulia HornickJustin Little

Overview

•Primary Recommendationso Asset Managemento Initiate Remote Customer Service Workerso Distribute Products via Walgreenso Phone Applicationo Extend Client Service Options

•Supplemental Recommendations

Features Sustainable Competitive Advantage Risk TermUse RFID software to effectively manage assetsAnnual asset audit

No; process known to be used by other companies

Long term cost savingsLower costs lower prices

Large asset inventoryCapital

Startup costTime

1-2 yrs

Asset Management

• Assets are often the biggest line item on a financial statement

• Assets to be managedo Machineryo Technology/Equipmento Inventory o Buildings

• Asset audits prevent paying taxes and insurance premiums on depreciated assets

Features Sustainable Competitive Advantage Risk TermCustomer service employees will work remotely from homeConsolidates work space and lowers facility costs

No; competitors have this option

Lower overheadIncreased resource efficiency

Large employee base

Possible decrease in productivity and efficiency

1-2 yrs

Initiate Remote Customer Service Options

• Allowing employees to work at home consolidates work space and reduces use of company resources

• Costs $10,000 - $20,000 per year to house an employee in a major metropolitan area

Features Sustainable Competitive Advantage Risk TermGenerate revenue retailing products from online store

Yes; smaller competitors do not have established products

Increase company awarenessUtilize profits for projects

Brand recognitionCurrently distributing through online store

Short term capital investmentRetail competition

2-3 yrs

Distribute Products via Walgreens

• Profit potential• Gain competitor’s customers through

other outlets• Build sustainable image• Green energy company• Expected 40% ROI • Competing in retail market

Features Sustainable Competitive Advantage Risk TermCustomer energy usage reportOnline storeReal-time pricing

No; other companies have ability to develop app in the future

First-mover advantageCreates value through service differentiation

Vast amount of energy data already compiledTechnology to be integrated in app already used

Limited customer base

3 mos

Phone Application

• Application includeso Service vehicle trackingo Ability to report outageo Current outage mapo Bill payment alerts

• Moderate maintenance costs• Development costs could be up to $150,000

Features Sustainable Competitive Advantage Risk TermImprove customer service

No; other companies have the option to implement these services

Contact customers to detect problemsEfficient customer service

Available personnel to trainEstablished forms of contact

Cost in implementing technical support for different options

4-6mos

Extend Client Service Options

• Reduces wait time • Initiate a customer call back service • Respond to concerns via e-mail• E-mail, text messaging, chat rooms

Recommendation Features Sustainable Competitive Advantage Risk Term

Increase Overhead Electrician Specialist Staff

Lower wait time for power restoration

No; competitors could also hire more field staff

Improved customer satisfaction and outage statistics

Available capital through tangible assets

Increased salary costs

6-8mos

Improve Interactive Website

Enhanced graphicsCustomer interaction

No; competitors’ sites are also updated and easy to copy

Maintains innovative imageCustomer retention

Established websitePossesses applications

$100/month upkeep cost

5mos

Recommendation Features Sustainable Competitive Advantage Risk Term

Recycle Used Electrical Equipment

Recycle electrical switches, boards, breakers, etc.

Yes;the stability of recycling products would remain constant

More satisfied customersSelling recycled products at higher profit margins

Recycled products can sell along with current product line

Used products might not be as appealing to consumersQuality of brand may plunge

1-2yrs

Improve Efficiency of Energy Use through Capacity Management

Discount for customers who lower demand by 35% during peak times

Yes; competitors can not easily surpass storage efficiency

Provide lower energy rates than competitors

Customers choose to lower energy storage costs deepening relationship

Not enough capacity storage to meet demand

1 yr

Mr. Frank Clark • Mr. Clark received his bachelor’s degree in Business Administration and law degree from DePaul University

• 2005–Present Chairman of the Board and Chief Executive Officer

• 2004-2005 President

• 2001-2004 Executive Vice President and Chief of Staff

Chief Executive OfficerMr. Frank Clark

Mr. Frank Clark • Mr. Clark serves on the board of trustees for: o The Museum of Science and Industry o Adler Planetarium and Astronomy

Museumo DePaul University o The Chicago Symphony Orchestra

o The University of Chicago Medical Center

• The board of directors of:o Metropolitan Family Serviceso Illinois Manufacturers Association o Big Shoulders Fundo United Way of Metropolitan Chicago o Abraham Lincoln Presidential Library

Foundation o Waste Management, Inc.o Harris Financial Corp.o Aetna Inc.

Chief Executive OfficerMr. Frank Clark

• The executive committee of: o The Chicago Community Trust

• Mr. Clark sits on the governing board of:o The Illinois Council on Economic

Education • Mr. Clark is a member of:

o The Chicago Bar Associationo The Economic Club of Chicagoo The Commercial Club of Chicago o The Executives’ Club of Chicago

• Mr. Clark is a co-founder of: o The Rowe-Clark Math & Science

Academy

Mr. Frank Clark

Chief Executive OfficerMr. Frank Clark