Introduction
A well-planned change management strategy is required to ensure the success of an innovation like our Better House platform. Whether the invention is implemented in an established firm or by a startup, it will influence various stakeholders, including employees, customers, and partners. This response will discuss some critical factors for managing change and potential challenges.
Change Management Plan:
Effective communication is critical to ensuring that everyone engaged understands the Better House platform’s vision, aims, and benefits. A clear communication strategy should be designed and implemented, emphasizing how the innovation will affect stakeholders and addressing any concerns or difficulties that may arise.
Train personnel: All personnel who will be involved in the implementation and maintenance of the Better House platform should receive proper training. Employees must be trained on the platform’s features and operation, as well as customer service and how to handle any emerging technical issues.
Plan for Customer Acquisition: The sales staff must devise a strategy for attracting and converting new customers to the platform. Marketing and advertising initiatives should be tailored to a specific demographic of young professionals between 25 and 40.
Manage Partnerships: Collaborations with real estate agents and property management organizations will be critical to the Better House platform’s success. A partnership strategy defining how these collaborations will be built, managed, and motivated should be devised.
Monitor Performance: It will be required to regularly monitor and evaluate the platform’s performance to verify that it meets customers’ needs and delivers the expected results. Any faults or concerns should be addressed immediately to guarantee the platform’s continued success.
Stakeholders Affected:
Employees: The Better House platform will impact employees in charge of developing, maintaining, and marketing the platform. Job duties and responsibilities may vary, and training will be required.
Customers: The Better House platform seeks to make the house search process easier and more efficient for young professionals. Customers will benefit from the platform’s introduction since they can access personalized property recommendations, virtual property tours, and specialized customer support.
Partners: Collaborations with real estate agents and property management organizations will be critical to the Better House platform’s success. The platform’s implementation may need changes in managing and incentivizing partnerships.
Potential Issues:
Technical Issues: Launching the Better House platform may result in technical issues that negatively impair the consumer experience. (Li et al., 2019). A specialized technical support staff should be developed to handle these difficulties immediately.
Employee and partner resistance to change may result in delays or lack of engagement with the Better House platform. To address any resistance, proper communication and training will be required.
Regulatory Compliance: The Better House platform may be subject to various regulatory obligations, such as data privacy laws, anti-discrimination laws, and real estate rules, which must be met.
The Better House platform will require a well-planned change management approach to ensure its success. Clear communication, personnel training, customer acquisition strategy, partnership management, and performance monitoring will be needed to accomplish the desired results. The innovation will influence various stakeholders, and potential challenges such as technical issues, opposition to change, and regulatory compliance must be addressed beforehand. By adequately managing change, we can ensure that the Better House platform provides excellent customer support and service and becomes a leader in the housing search sector.
Explain the innovation technology and how technology enabled it. Would you classify this as a sustaining or radical innovation? Why?
The Better House platform is an innovative technology-driven solution aiming at transforming the home-search experience for young professionals. (Tiberiue et al, 2020 p 149). The platform uses innovative technologies such as artificial intelligence, virtual reality and data analytics to give personalized property recommendations, virtual property tours, and specialist customer service.
Several major features are enabled by the innovative technology powering the Better House platform. First, data analytics algorithms evaluate massive volumes of real estate data, such as property listings, market trends, and consumer preferences, to provide personalized property recommendations. This technology enables the platform to learn and respond to customers’ needs, saving them time and effort in their home search. Second, artificial intelligence powers the virtual property tour feature. Users can virtually explore properties through immersive 3D experiences, giving them a genuine feel of the area and layout without the need for physical visits. AI algorithms enable smooth navigation and interactive interactions within the virtual world, improving the user experience and giving a convenient alternative to traditional property visits. Furthermore, the Better House platform makes use of technology to improve customer service. AI-powered chatbots and virtual assistants are integrated into the platform, allowing consumers to receive immediate responses to their questions, advice on property-related problems, and personalized assistance throughout the house search and purchasing process.
The Better House platform is a radical innovation. Radical innovations provide new products, services, or processes, dramatically disrupting established markets or industries. (Tiberius et al 2020, p 150). They frequently feature ground-breaking technology and new business structures and profoundly alter how things are done. The Better House platform is a radical innovation that challenges existing practices, introduces new technology, and alters the consumer experience and processes involved with the house search process.
Explain the findings obtained in secondary market research and the discoveries made.
Market Size and Growth Potential
According to Li et al., 2019, the potential market for the Better House platform innovation is young professionals between the ages of 25 and 40 actively looking for accommodation. This demographic group frequently consists of persons who are early in their careers, financially comfortable, and eager to establish themselves in the housing market. The Better House platform promises to make the house-hunting process easier and more efficient for this target demographic. It caters to young professionals’ needs and tastes by providing individualized property recommendations, virtual property tours, and specialist customer service.
Customer satisfaction
Additionally, analyzing customer reviews, ratings, and feedback on similar platforms or services can provide useful insights into what customers value and areas where changes can be made. (Dam, 2021 590). This data can assist in driving the platform’s continuous improvement activities and prioritizing features or enhancements. It will be useful for Better House Platform as they can understand their clients better.
Competition
Given the country’s vibrant real estate industry, competition for Better House platform innovation in the Canadian housing and real estate market can be competitive. (Kaklauskas et al, 2021 p 7420). While specific players may differ by location, some of Canada’s significant or potential competitors are Zillow Canada and other local estate companies. Better House must, therefore, differentiate itself in the Canadian housing and real estate industry by catering exclusively to the demands and preferences of Canadian purchasers and renters. Integration with the Canadian MLS system, localized data analytics, and compliance with Canadian real estate regulations are all possibilities.
Describe the change management approach that would be the most appropriate for this type of change.
Stakeholder Engagement and Communication: It involves creating a strong communication plan to ensure stakeholders understand the Better House platform’s goal, benefits, and potential effects. (Stocker et al., 2020, p 2085). It Addresses problems, solicits input, and creates support through two-way communication. Regularly updates stakeholders on the implementation’s progress and resolves any opposition or misconceptions.
This approach is the best because it guarantees that all stakeholders, including employees, customers, and partners, fully align with the Better House platform’s vision, goals, and advantages. Stakeholders are more likely to support and actively implement an innovation when they understand its purpose and value. Also, Clear communication channels facilitate the flow of feedback from stakeholders. Their input and insights can be invaluable in identifying areas for improvement, addressing issues, and making necessary adjustments to the Better House platform. This continuous feedback loop enables the platform to evolve and better meet the needs and expectations of stakeholders.
References
Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools, and techniques of organizational change. Kogan Page Publishers. https://www.booksfree.org/wp-content/uploads/2022/03/Making-Sense-Of-Change-Management.pdf
Dam, S.M. and Dam, T.C., 2021. Relationships between service quality, brand image, customer satisfaction, and customer loyalty. The Journal of Asian Finance, Economics and Business, 8(3), pp.585-593. https://www.koreascience.or.kr/article/JAKO202106438543453.page
Kaklauskas, A., Zavadskas, E.K., Lepkova, N., Raslanas, S., Dauksys, K., Vetloviene, I. and Ubarte, I., 2021. Sustainable construction investment, real estate development, and COVID-19: a literature review. Sustainability, 13(13), p.7420. https://www.mdpi.com/1174768
Li, X., Shen, G. Q., Wu, P., Xue, F., Chi, H. L., & Li, C. Z. (2019). Developing a conceptual framework of smart work packaging for constraints management in prefabrication housing production. Advanced Engineering Informatics, 42, 100938. https://www.sciencedirect.com/science/article/pii/S0959652619328616
Stocker, F., de Arruda, M.P., de Mascena, K.M. and Boaventura, J.M., 2020. Stakeholder engagement in sustainability reporting: a classification model. Corporate Social Responsibility and Environmental Management, 27(5), pp.2071-2080. https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.1947
Tiberius, V., Schwarzer, H. and Roig-Dobón, S., 2021. Radical innovations: Between established knowledge and future research opportunities. Journal of Innovation & Knowledge, 6(3), pp.145-153. https://www.sciencedirect.com/science/article/pii/S2444569X20300354
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