CI6410 - Digital Business Plan: Decision Lens Venture in the UK

This report provides a comprehensive analysis of Decision Lens' digital business plan, focusing on new venture formation, business model argumentation, and resource allocation within the UK market. It examines the company's background, industry structure, value proposition, and competency matrix, detailing how Decision Lens leverages its SaaS platform to transform enterprise supply chains and maximize ROI for its clients. The report includes a market research overview, highlighting the importance of digital technologies in achieving revenue growth, cost reductions, and improved product quality. It further explores believable marketing strategies, planning and costing considerations, and budget and sales forecasts, offering a holistic view of Decision Lens' approach to digital business development. This document is available on Desklib, where students can access a wealth of resources, including past papers and solved assignments.

Running head: DIGITAL BUSINESS
Digital Business
(Decision Lens)
Name of the student:
Name of the university:
Author Note

1DIGITAL BUSINESS
1. Executive summary
The study demonstrates processes of new venture formation and argumentation for digital business
model or systems and resources for Decision Lens, UK. It is an end-to-end, complete software
solution. Moreover, it is a business process to identify, analyze, prioritize and measure various
resources, projects and investments. It is the time for Decision Lens to put away engineering design
schematics and display clients travel brochures. The main problem is to make digital assets stand
out, be visible and noticed in this noisy and crowded world. Return on Investment for Decision Lens
has been depending on how fast and well the clients have been responding. Their unique selling
proposition has let them stand apart from competitors and focus actively on energy to create things
catering ideal group of customers.

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Table of Contents
2. The process of new venture formation:.............................................................................................4
3. Background & branch:.......................................................................................................................7
3.1. Understanding industry structure:...............................................................................................7
3.2. Value proposition:......................................................................................................................8
3.3. Competency matrix:....................................................................................................................9
4. Resources:........................................................................................................................................10
4.1. Goals and methods of achievement for Decision Lens:...........................................................10
4.2. Argumentation for resources and business system/model:.......................................................12
5. Market research: overall perspectives:............................................................................................13
6. Believable marketing:......................................................................................................................20
7. Planning and Costing:......................................................................................................................22
8. Budget and sales forecast:...............................................................................................................23
8.1. Budget forecast:........................................................................................................................23
8.2. Sales per quarter:......................................................................................................................24
9. References:......................................................................................................................................27

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Digital business is a development of new industry designed blurring physical and digital
world. It has promised to usher an unprecedented convergence of things, business and people
disrupting current business models1.
A digital edge has been existing where physical resources and digital information has been
combing new ways for creating revenue and value. Enterprises asking digital side have been
transforming business models, customer experiences and converting processes2.
The following report discusses processes of new venture formation and argumentation for
Decision Lens’s business model or systems and resources at U.K. It has also included believable
marketing, budget and sales forecast, market research and planning and costing.
1 Sia, S.K., Soh, C. and Weill, P., 2016. How DBS Bank Pursued a Digital Business Strategy. MIS Quarterly
Executive, 15(2).
2 Matt, C., Hess, T. and Benlian, A., 2015. Digital transformation strategies. Business & Information Systems
Engineering, 57(5), pp.339-343.

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Figure 1: “The key elements of business plan”
(Source: Overdiek 2018, p.23)
2. The process of new venture formation:
The proposed business plan is a digital store. Thus, it is required to provide a quick history of
the products as well as explain the primary market as well as the solution of the organization. It is
necessary for the business owner and management of the organization to show the market
opportunity to the investors3. As the present digital store is dealing with rememorizing the old trends
3 Fleisch, E., Weinberger, M. and Wortmann, F., 2015. Business models and the internet of things. In Interoperability
and Open-Source Solutions for the Internet of Things (pp. 6-10). Springer, Cham.

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and stylized product, the proposed business can bring enormous business opportunities to the
market. Identifying the following areas can be explained as followed.
Market and industry consist of identifying market size, segmentation of the market,
development of market prospects, focusing on new trends as well as technologies and barriers to
entry. Demonstration of complete comprehension of the challenges from the outside competitors in
large as well as small is essential for the management to attract investors in large scale4. It consists of
an explanation of the products of competitors, distribution channels, partnerships as well as pricing.
Development of the factors can bring competitive benefits as well as positioning need to be analyzed
well in the organization.
Customers, as well as end users, are essential for any organization. Hence, the proposed
business plan needs to outline for the target customers for products or services. Sales, as well as
marketing strategies, are required to manage in the organization. Sales and marketing strategy will
get the particular product into the hands of the customer. It provides a revenue model as well as
explains the sales cycle and procedure. Products and services emphasize the specific products or
services that include photos or screenshots. Detailing the product is scalable as well as planning to
launch the whether it is already done. Providing outline research and development steps to develop
and enhance offering. The competitive advantages of online shopping and supporting 24*7 hours in
365 days are required to highlight to the investors. On the other hand, it is necessary to emphasize on
the digital a store can bring investors in a large number. Financials need including the fundamental
assumptions as well as providing the scenarios are required to show to the investors.
4 Chaffey, D., 2015. Digital business and E-commerce management. Pearson Education Limited.

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Sourcing of funding as well as using the proceeds explain investment by principals, prior
equity investments, cash operations of the business need to be planned efficiently along with total
funds are required to design by the management of the organization5. Utilization of proceeds can be
helpful to use the process of funding. The instances may consist of sales as well as marketing,
research as well as development, recruitment of costs and salaries of new employees. The
equipment, expenses of capital, legal and accounting are the total amount of targeting to raise
outside financing. Based on the proper timelines for achieving the milestones and detailing the
actions of the team emphasize on the development of the value of the organization. The effects need
consisting the key hires, new financing, milestones of sales, launching of new products as well as
strategic partnerships.
Also, the organization needs to finalize an initial investment in the business. It is important to
control to relinquish to the investors. However, planning of short and long-term profit is significant
for the proposed business plane. The investors expect a return on their money. Thus, rough planning
regarding the way of gaining profit is required by the business organization for showing the
investors. Along with these, projected profits of the proposed business over the time would be
helpful for the organization6. However, ensuring that the business will not fail in upcoming days may
bring some investors for the organization. It is also important for the company to set up plan and
include procedures that can be able to mitigate the risks and challenges faced by the company.
5 Horlach, B., Drews, P. and Schirmer, I., 2016. Bimodal IT: Business-IT alignment in the age of digital
transformation. Multikonferenz Wirtschaftsinformatik (MKWI), pp.1417-1428.
6 Darics, E. ed., 2015. Digital business discourse. Springer.

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3. Background & branch:
3.1. Understanding industry structure:
Decision Lens is a leading SaaS organization situated at U.K. It has been transforming
enterprise supply chains. With the help of advanced flexible and analytics, custom visualizations, a
small business in the UK quickly witness effects and trade-offs of choices made between various
investment options. Here Decision Lens helps in improving quality and speed of prioritization and
optimization maximizing ROI of their portfolio7.
Industrial leaders of Decision Lens have been digitizing essential functions under their
internal processes of vertical operations and horizontal partners across the value chain. Additionally,
they have been developing product portfolios with introducing innovative data-based services and
digital functionalities. A survey is done to employees of Decision Lens. They are expected to raise
their entire digitalization level dramatically.
These developments fundamentally change individual companies and transforming market
dynamics around a complete industrial range. It has been crucial for countries around the world. The
annual digital revenue has been seen to be increasing on about 29% on an average.
Cost reductions for Decision Lens are seen to be of 3.6% on an average per year. Digital
technologies have been enabling shorter operational lead times, maximum quality of products and
higher asset usage. For generating those extra revenues, businesses have introduced latest industrial
products with digital features and augmenting their current portfolio 8. Digital services by data
analytics and complete digital solutions have served as a customer ecosystem. This has been driving
7 Fitzgerald, M., Kruschwitz, N., Bonnet, D. and Welch, M., 2014. Embracing digital technology: A new strategic
imperative. MIT sloan management review, 55(2), p.1.

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the breakthrough growth of revenue. Further, digital businesses have been showing a strong
commitment towards investment. Industrial sectors have been planning to commit about thousand
dollars per year. Primary focus on such investments has been on digital technologies such as
connectivity devices or sensors along with software and applications such as manufacturing
execution frameworks. Moreover, Decision Lens has been investing in training staffs and driving
needed organizational changes. Half of the investments have been expecting a payback within a
couple of years.
3.2. Value proposition:
The greatest challenge for industrial leaders of Decision Lens has not been technology. The
main problem is individual members. As digital technologies have been turning into a commodity
very rapidly, success has been highly depending on organizations digital IQ. This has been
particularly in the way how digital leaders such as CEO, CTO and CIO has defined, lead and
communicated transformation. It has also been depending on digital qualifications of staffs that
require rolling out digital services and processes. However, radical disruptions have not always been
comfortable for people who have been making that happen. Hence change management has also
been crucial. With data analytics turning out to be core compatibility for all industrial company,
development for skills and organizational structures has been critical.
These can be achieved by digitization of service and product offerings. It involves
expansion of current products. Example of this is an addition of smart sensors or communication
devices that could be used with tools of data analytics and creating new digitized products. This is
done by focusing on entirely integrated solutions. Through an integration of new methods of data
8 Kane, G.C., Palmer, D., Phillips, A.N., Kiron, D. and Buckley, N., 2015. Strategy, not technology, drives digital
transformation. MIT Sloan Management Review and Deloitte University Press, 14.

9DIGITAL BUSINESS
analysis and collection, a business can develop data on product use and refining products for meeting
increasing necessities of end-customers.
3.3. Competency matrix:
The step of competency matrix of instant tea that has been supported by well-chosen, good
and expert directors is demonstrated hereafter. Firstly the key roles of the digital business
organization of Decision Lens are chosen. Then the competencies needed for every role is listed.
Competencies listed could be very much through. As there are many items on that list, it is proposed
that they are clustered9. This includes technical skills, business acumen and leadership skills and
many more. Then the name of every individual is listed. Next, it is to be determined how one wants
to code the matrix for indicating training needed skill level and so on. Further, a matrix for every
person is to be filled out 10. This can be done using the coding system for indicating existing skills
and skill gaps. Lastly, areas of need, opportunities and patterns are needed to be checked.
4. Resources:
In digital businesses, a primary responsibility of project manager of Decision Lens has not
been to supply projects within budget and time. At a high level strategic body, first and foremost
professionals of project management is to help drive, execute and guide value-added and company-
identified goals. Project management offices have more likely been well received by executives and
9 Veit, D., Clemons, E., Benlian, A., Buxmann, P., Hess, T., Kundisch, D., Leimeister, J.M., Loos, P. and Spann, M.,
2014. Business models. Business & Information Systems Engineering, 6(1), pp.45-53.
10 Weill, P. and Woerner, S., 2015. Optimizing your digital business model. IEEE Engineering Management
Review, 43(1), pp.123-131.

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stakeholders of a company11. They have been as an indispensable strategic partner as they get
recognized for their true strategic value.
4.1. Goals and methods of achievement for Decision Lens:
Goals Achievement of goals
Developing citizen
data science program
Within digital world, every department possesses challenges to become
more data-driven and leveraging data under decision making. As one faces
skills of data science, a citizen data science program can be developed.
This must be aimed towards engaging more data-savvy people working
under operations, finance, marketing and various other departments
working with large data12.
A defining backlog of
improvements in the
agile process
Various programs of digital transformation need a rise in application
development and programs of digital marketing for developing products
and improving customer experiences and increasing automation13. As one
has not generated any evolving governance practice, taking feedback from
retrospectives of an agile team and drives any process improvement, then it
must be considered as a goal.
Innovating with new Various transformation agendas must involve research, pilot projects and
11 Valkokari, K., 2015. Business, innovation, and knowledge ecosystems: How they differ and how to survive and thrive
within them. Technology Innovation Management Review, 5(8).
12 Alizadeh, T. and Sipe, N., 2016. Vancouver's Digital Strategy: Disruption, New Direction, or Business as
Usual?. International Journal of E-Planning Research (IJEPR), 5(4), pp.1-15.
13 Horlach, B., Drews, P. and Schirmer, I., 2016. Bimodal IT: Business-IT alignment in the age of digital
transformation. Multikonferenz Wirtschaftsinformatik (MKWI), pp.1417-1428.

11DIGITAL BUSINESS
technologies proof of concepts leveraging new technologies. As technical innovation has
been already an integral part of business priorities, then methods to track
and report goals, accomplishments, learning and pivots are to be
considered14. As business priorities never include technical research and
development, and then it is to be believed how to recognize smaller
opportunities for doing some experimentation.
Demonstrating the
effect of automation
Digital business has various new opportunities to transfer beyond bimodal-
IT and cloud infrastructure. This can be done by investing in DevOps
automation and culture. Some digital companies can invest in continuous
integration and deployment for improving speed to market. The other
digital businesses migrate more on cloud environments to containers and
different configurations that are software defined. However, others have
been focusing on improving test coverage and develop more end-to-end
monitoring of applications.
Communicating
results, small wins,
and changes in a
program
It is the most vital goal. This is a multi-year journey and has been very
common to lose interest on stakeholders under long-running programs. It
has been particularly the case as end-points require evolving with market
conditions and as entire industries have been transforming. The roadmap
for digital business of Decision Lens can be about two years long by what
is known15. However, it can extend easily as various digital strategies
14 Darics, E. ed., 2015. Digital business discourse. Springer.
15 Parry, G., Pogrebna, G. and Vendrell-Herrero, F., 2017. Windowing television content: Lessons for digital business
models. Strategic Change: Briefings in Entrepreneurial Finance.