The answer is based on case study not a meaning or definition of each word .....

Please be sure your answer is on the case study

Project Name :- OVER THE TOP CAR CARE

Question :- Vision and Scope Document

Vision and Scope Document

for

Version 1.0 approved

Prepared by

Table of Contents

Table of Contents.................................................................................ii

Revision History...................................................................................ii

1. Business Requirements...................................................................1

1.1. Background.............................................................................1

1.2. Business Opportunity..............................................................1

1.3. Business Objectives................................................................1

1.4. Success Metrics.......................................................................1

1.5. Vision Statement.....................................................................1

1.6. Business Risks.........................................................................1

1.7. Business Assumptions and Dependencies..............................2

2. Scope and Limitations....................................................................2

2.1. Major Features........................................................................2

2.2. Scope of Initial Release...........................................................2

2.3. Scope of Subsequent Releases................................................2

2.4. Limitations and Exclusions.....................................................2

3. Business Context............................................................................2

3.1. Stakeholder Profiles................................................................2

3.2. Project Priorities......................................................................3

3.3. Deployment Considerations....................................................4

Revision History

Name	Date	Reason For Changes	Version

1. Business Requirements

1. Background

1. Business Opportunity

1. Business Objectives

1. Success Metrics

1. Vision Statement

1. Business Risks

1. Business Assumptions and Dependencies

1. Scope and Limitations

1. Major Features

1. Scope of Initial Release

1. Scope of Subsequent Releases

1. Limitations and Exclusions

1. Business Context

1. Stakeholder Profiles

Stakeholder	Major Value	Attitudes	Major Interests	Constraints

1. Project Priorities

Dimension	Driver (state objective)	Constraint (state limits)	Degree of Freedom (state allowable range)
Schedule
Features
Quality
Staff
Cost

1. Deployment Considerations

Please Answer above the Question

Case Study :-

It was April 2012 and Jason Lapchinski had some decisions to make that had the potential to change just about everything he did in his life. Jason had recently started a car cleaning business on the weekends that he now thought had the potential to be a full-time operation. A long-time friend and fellow high school buddy, Jim Grantham, a graduate of Western's Ivey Business School in London, Ontario, discussed the opportunity with him. Jim said, "Jason, what you need is a business plan that indicates what you want to do and how you will do it. You will need to identify the revenues you need from your business to recover your costs and give you enough income to maintain your existing lifestyle and a marketing plan that gets you those revenues." Jim went on to describe what the plan should look like and how Jason should think it through. THE OWNER: JASON LAPCHINSKI Jason, 28 years old, was a car buff who loved high-end vehicles. Since graduating from college, he had worked for an auto parts manufacturer until the company closed its London area plant in 2009. Since then, he had worked for a large grocery chain. Jason dreamed of owning his own business, and he had always enjoyed taking care of cars. He kept his own older vehicle, a 2000 BMW 540i, in immaculate condition that constantly received compliments from others. Soon, friends, family and sometimes even strangers began to ask him to clean their cars too. He often found that his weekends were busy as he cleaned cars, averaging two cars a week. Jason was pleased with the service he gave and proud of the satisfaction of customers who were amazed at how great their vehicles looked when they picked them up. This experience, combined with his love for cars, was what gave Jason the idea to set up a car care business. THE BUSINESS CONCEPT Located in the city of London, Ontario, Jason's car service business, called Over the Top Car Care ("Over the Top"), would offer complete interior and exterior car cleaning and maintenance. The idea was that, after having a car custom-cleaned, it would look as good as new again. Customers could specify what they would like done to their vehicles. Based on his experience, Jason determined that most people purchased what was commonly called "the works" package, which would be offered by Over the Top. This package would include the following services: thoroughly hand wash exterior, hand dry exterior, clean tires (and white walls) and wheels, polish all Page 2 of 3 chrome (if any), hand wax and polish exterior, apply rain repellent, clean windows and mirrors, clean door and trunk jambs, detail interior (i.e., clean air vents, switches, cup holders, dash, console and panel doors) and steam clean carpets, clean seats (special cleaner for leather seats and wet upholstery cleaner for the rest), apply fabric guard, clean rubber mats or vacuum mats and deodorize. As he had done when cleaning cars in his spare time, Jason would use top quality, brand name cleaning supplies and equipment. THE CUSTOMER Over the Top's potential customers included commercial businesses using several cars or individuals owning one or more vehicles for personal use. Jason decided to focus on individuals initially, although he knew that at some point he would approach commercial businesses. Jason split car owners into three groups: those who owned low to mid-priced but older cars that were in poor condition, but served their purpose as transportation for getting around; those who owned newer (under five years), mid-priced ($25,000 to $45,000) cars; and those who owned newer (under five years), high-priced (over $45,000) and luxury cars. Generally, the owners of older cars that were in poor condition were not inclined to spend a lot of money on preservation. They would make necessary repairs as needed, but apart from that, they tried to minimize the amount of money they spent on their vehicles. When these cars were dirty, the owners would either wash the cars themselves or, more commonly, take them through an inexpensive, automated car wash at the local gas station or car wash centre. Jason knew this clientele group would be the hardest to attract due to their price sensitivity. He did believe that this group could benefit greatly from Over the Top's services, however, because their cars would be considerably better and the service would slow down the rusting process common in older cars, thereby saving owners future expenses. The owners of newer, mid-priced cars formed Over the Top's largest consumer group from which to attract customers. These owners were willing to make some investment in their cars to keep them running well and looking good and handled car cleaning in a more diverse fashion. Some washed their cars themselves, some took their cars through automated car washes regularly and some took their cars to specialized car cleaning companies similar to Over the Top. Jason believed that younger owners were those most likely to wash their own cars by hand, particularly in the summer as an almost recreational activity. The most popular method of cleaning among this group was the automated car wash. Jason knew that of those who used the specialized car cleaning services, some used them on a regular basis (i.e., every two to four weeks), while the majority had their car professionally cleaned only once or twice a year and then supplemented this cleaning with either the automated car wash or their own hand wash. This group tended to phone or drive around for price estimates before deciding on a car cleaning company. They often looked for various companies on the Internet, sought out discount offerings (through Groupon, WagJag, etc.) or consulted promotional flyers. Owners of high-priced and luxury cars were more likely to spend money on their vehicles in order to keep their investment in top-notch condition. Generally, these owners were quite proud of their cars and wanted them to look good at all times. They had the most money to spend on their cars; however, they were the smallest of the three consumer groups. Owners of expensive cars were not likely to take their cars through an automated car wash because they were concerned about damage to the exterior or to the paint. Instead, this group either washed their own cars by hand or took them to specialized car cleaning places regularly. They concerned themselves with the quality reputation of a car care company, and they liked to know that their investment was in good hands. Recommendations from friends were a primary determinant in choosing a company. Once they found a car care company that satisfied them, they were not likely to change unless they became dissatisfied with their current company choice. Jason concluded that there were two critical variables that affected a car owner's decision about a top quality car cleaning service: one, the initial price of the vehicle; and two, the age and condition of the vehicle. Clearly,

the high-priced and luxury car owners segment -- including some owners of historic and classic cars who wanted nothing but the best for their vehicles -- would be Over the Top's best potential target customers. Jason did not know the exact number of owners in each category or how to contact them. His present customers came to him through personal contacts and the enthusiastic reports about his service from other satisfied customers. Jason believed that these customers would patronize Over the Top and leave only if they were unhappy with the service. OPERATIONS Jason had chosen a site that he believed was an ideal location (not too close to the competition but easily accessible and visible to customers). The former mechanic's garage was capable of holding three vehicles at any time and had a small office attached to it. Over the Top would be open six days a week, Mondays to Saturdays, from 8:00 a.m. to 5:00 p.m. Jason intended to be the business's only full-time employee until the sales volume required a second person. In terms of production, Jason knew that the average cleaning job that customers ordered for their cars took between three to four and a half hours. Jason thought that the upscale clientele cars would require more time to clean to their satisfaction; therefore, if he decided to target them, he could clean only two cars per day. Since the other types of cars did not require quite the same attention, he could do three a day if he targeted either of the other two consumer groups. After discussions with current car care owners, Jason learned that almost every customer would use a credit card to pay for services and that this would cost Over the Top an average of 3 per cent of the total bill (before tax). Jason decided to try to find car owners he thought would most likely have luxury cars or at least be able to afford his services and the owners of cars that were most likely to get professional care. Once identified, Jason would contact them. He then wanted to use vouchers that offered a free "the works" package to promote the business and to develop loyal customers. With this in mind, he planned to offer vouchers as prizes to several high-end golf and curling clubs in the city. This approach would increase the awareness of his business to both the winners and those attending the competitions and should attract new paying customers (in addition to the winners of the vouchers). Jason planned to let classic car rallies and clubs know about his business by extending vouchers to these groups along with some flyers.