Based on the below case study, provide a detailed timeline chart of implementation stating 3 major points and 3 minor points. For each of the implementation steps, discuss in detail what needs to be done, by when. Be specific and provide a detailed timeline.Also share the references for the study

The Situation

Neovation is a Canadian application service provider of software-as-a-service. During its first full year of operation, 2013, the company realized sales of slightly less than $1 million. While it currently offers two different cloud based applications, company president Dan Belhassen believes its "SmarterU.com" e-learning platform offers the most promise for the companyto meet its overall salesgrowth of 50% a year.

Sales to date of "SmarterU.com" have been predominantly in Canada and the U.S. Belhassen is now looking to off- shore markets such as Australia and the U.K. and India as potential e-learning opportunities. He knows a thorough market assessment is required. While he has already identified several questions that must be answered for the assessment, he also is concerned that there are other factorsthat he hasn't identified that must be addressed.

The Company

Neovation Inc. is a Winnipeg, Manitoba based research and development company. It was established in 2012 and is a spin-off of its parent company Modern Earth Web Design in business since 1999. Company president Dan Belhassen established Neovation as an independent unit to develop cloud-based solutions for the growing demand for on-line productsand services.

Neovation represents the new definition of service that has developed from new technology platforms. It is also globally accessible and easier to administer. This model of delivery has increased in demand with the expansion of broadband services globally. The expansion allows for ASPs such as Neovation easier access to serve their clients from a distance.

Neovation currently employs 16 people in Winnipeg, as well as a Vice-President of Sales situated in Ottawa. Utilizing the services of half a dozen contractors in the United States and overseas, neovation also has sales offices in Montreal and Singapore. The Singapore sales office operates through an affiliate. The connection with that affiliate was serendipitous, arisingfrom a chance meeting at a tradeshow.

Service delivery is supported by a world-wide technical monitoring network utilizing multiple servers in the United States and the UnitedKingdom.

Neovations' vision is to be the globally recognized market leader for on-line learning. To achieve this vision, the company aims to grow sales by 50% per year from its current base of approximately $1 million in 2013, its first full year in operationas a separate company.

Competitive Advantage

Neovation's competitive advantage is its strong customer service ethic - one that focuses on offering a great customer experience by building strongsustainable relationships with its customers.

Competition

There are predominantly three types of competitors in the e-learning marketplace. The first type is comprised of numerous small cloud-based companies offering no direct contact with a person who can assist in answering questions and trouble shooting. These competitors have found their niche working with small companies and organizations. The second type is at the other end of the spectrum - companies such as SAP - that targetmultinationals and very large enterprises to deal with complex issues.

Neovation has established itself in the third type, targeting the medium and large enterprises.

Neovation's vision for "SmarterU.com" is to be the branded market leader - globally recognized as the go-to company for on-line learningand knowledge.

The Pathway to Brand Leadership

New customers have been reached primarily utilizing four different methods: regional sales calls, targeted e-mails, referrals and trade shows. Trade shows have resulted in only limited success. Belhassen says that while many potential customers stop to enquire about the service, this method has not provided the return on investment the company had hoped for.

Referrals have proven to be more successful. Neovation found that tapping into trade associations - particularly in the U.S. - is important. Referralsfrom these associations have brought credibility and opened doors.

The key question from prospective clients is value for money spent. At the beginning they question how a service can be so affordable but offer the value it claims.

Challenges Ahead

The current geographic market for "SmarterU.com" is predominantly Canada and the United States. As a result, servicelines are available from 8:00 a.m. to 5pm CST, with emergency supportavailable 24 hours.

While the company deliberately set up sales representatives in Quebec and the UnitedStates, the Singapore office is not strictly devoted to Neovation and its service offerings. Belhassen soon discovered that companies in Singapore, while often global in reach, are not eager to work with a service company that is twelve time zones away. Understanding the business cultureand practices in that region therefore were eye-openers for Belhassen.

The result has been lost business. While Neovation believes that "SmarterU.com" has a better service offering and fit with company needs in Singapore, local companies are winning the contracts because they are on the ground connecting with key decisionmakers.

One of the key challenges faced by Neovation is the availability of customer service representatives. While thehours of operation meet the needs of the North American clientele, the offshore clientele is not at the level to warrant 24-hour"regular" access which would addressthe needs of an off shore clientele.

Eyes on Expansion

While exploring off-shore markets is new to Neovation, Belhassen believes that either the United Kingdom or Australia or India represent opportunities for "SmarterU.com", possibly Australia in particular. Based on personal experience and working with current prospects, Belhassen believes that Australia may present a better opportunity in that it appears to be a similar marketplace to that of southern Canada and the northern U.S. As well, Belhassen is of the view that Australia is a monoculture utilizing English as the language of business. He believes however that the U.K. has evolved into being so multicultural that its business community operates in a plethoraof languages.

Belhassen believes that these export target markets for "SmarterU.com" warrant further analysis. It will be important to understand not only the business culturebut the best method for market entry.His first inclination is to identify and work with delivery partners initially and as sales grow, establish a Neovation office to serve that clientele. The need for local presence in some cultures appears to be more important than access to 24 hours service availability.

As well, Belhassen learned early on the need to understand the cultural differences in potential markets. In Singapore for instance, he discovered that it is inappropriate to discuss businesswith a client until the third

meeting. He also found that the ability to understand these differences can help avoid not only amusing but damaging misunderstandings when conducting business in a different country.

To appear credible in the marketplace and secure referrals, however, Neovation needs to appear local - familiar with the regulatory environment and the domestic lingo.

Neovation is a small company competingin an international marketplace.

Next Steps

The Singapore experience taught Neovation that the time and effort to develop and operate in a country with a small footprint will hurt them. The company knows now that it must be much more strategic as well as make decisions based on soundresearch and analysis.

The question on Belhassen's mind is whether Australia, the U.K. or India represent a sufficient opportunity with respect to "SmarterU.com" that will help the companymeet its revenuegoals.