The Canadian Celiac Association Taking Grocery Shopping

Published Date: 02 Nov 2017

The Canadian Celiac Association (CCA) is a non-profit organization that is the national voice for people who are adversely affected by gluten, and is dedicated to improving their quality of life.  One of the challenges for any non-profit organization, such as the CCA is the challenge of minimizing their costs and increasing their revenues.

Several IT-based business issues were identified: 1) Reducing the costs associated with telephone conference calls through Bell Canada to find a lower cost solution, 2) Exploring an effective event management software solution to allow for enhanced control over their database of contributors and ticket sales to various events, and 3) Converting their existing electronic publication (ePub) of gluten free ingredients into a mobile searchable application to allow for easier access and more convenience for consumers. Upon discussing these options with the CCA, the team collectively determined that a mobile application was the most appropriate business opportunity to explore. This would not only provide additional revenue, but also directly respond to the interests and needs of their members who are looking for reliable sources of information in a highly accessible format.

It was determined that the CCA should use SCM as the company to design and implement their mobile application. A number of criteria were determined as key features that the CCA would require for this initiative; including; ease of use for customers, cost, database type of model, compatibility with Android, Blackberry and iPhone, ease of use for development and changes, external development services, time to deploy, and ability to customize. Several different applications were initially looked at and narrowed down to four, the result of further analysis resulted in a decision to move forward with SCM. SCM is able to provide a total solution that’s easy to use for the end user, highly customizable and compatible with all mobile devices. They are experts in working with non-profit organizations and understand their unique needs. This is the more costly option; however, they provide a more hands on approach which will be beneficial given that there is only one internal staff member with an IT background.

A step by step action plan was developed to ensure the successful implementation of the mobile application both internally and externally. This is a very important step that should not be missed in an effort to speed up the deployment. In total, we estimate the entire process will take approximately 17-19 weeks from the time of this report to its fruition.

The mobile application option will not only allow for the opportunity to increase revenue generation which is an integral part of CCA’s continued survival and success for its members, it fulfils a need identified from their members in a time where more and more smart phones are being adopted and customers and looking for greater convenience. The creation of the mobile application will not only yield potential revenue of $1,849,365, it also reduces the risk of revenue being lost as customers who are currently purchasing other Gluten Free applications instead of supporting the CCA’s ePub due to limited compatibility with their devices.

Industry Analysis

Gluten has become a popular topic of conversation recently. Studies found that an estimated 1% or 300,000 Canadians have celiac disease and 6% or 2,000,000 Canadians have gluten sensitivity.1 It’s important to note that the market for gluten free products exceeds more than those affected directly or diagnosed; families where one member is affected results in all family members adopting a similar diet.  This so called ‘halo’ effect, which includes family, friends and those who perceive gluten free as a healthier choice, increases the market for gluten free products to 7,300,000 Canadians and growing.2 The annual growth rate for gluten free products is expected to be 14% over the next five years in Canada.3

Interest in the gluten free diet is growing among those not adversely affected by gluten based on celebrity endorsement and the misconception that this diet has positive health benefits, such as weight loss. Along with the growing number of people adopting the gluten free diet, public awareness of the disease has been increasing which has developed a demand for industry to provide alternative foods and ingredients that are safe for consumption. This response has expanded to the food service industry and restaurants are now catering to gluten free diets by offering more choices on their menu. Demand has also led to some grocery stores creating specific isles for gluten free foods in an attempt to make it easier to locate safe foods as well as for the stores to more effectively reach the target demographic.4

Regardless of the increased response from industry and the newly enhanced allergen and gluten regulations in Canada that require companies to label gluten in products, there remains many hidden sources of gluten and confusion around the gluten threshold. Consumers have become overwhelmed with the number of gluten free label claims on the market and look for assurances that the food, drugs and pharmaceuticals that they are purchasing are safe.

The celiac market in the United States is more developed, with a much larger population of affected, devoted consumers and a strong industry presence in most states.5 There are many associations focused on celiac disease, the two largest groups being The Celiac Sprue Association and The Celiac Disease Foundation. With the anticipation of an evolving market in Canada, analyzing these celiac associations will help to understand the environment the CCA can expect in the near future.

The Celiac Sprue Association is the largest non-profit celiac support group in America with 125 chapters and 65 resource units across the country and worldwide.   The organization uses 98 percent of its revenues to support the program.6  Celiac Sprue Association’s 10,000  members have access to a quarterly newsletter called Lifeline, email updates on research and product news, educational opportunities and support through the chapters, membership discounts, access to the members-only section of the website for exclusive savings and downloads, a toll-free number that fields over 1,200 calls per month,  the ability  to attend their annual conference, and a Gluten-Free Product Guide which is available in hard copy format, a CD and a mobile device application.6

The Celiac Disease Foundation has 11 chapters representing each region in the United States with contacts and support available in every state.7 The foundation and its 8,000 members work closely with the medical community to further these efforts.8 Members get access to the Guidelines for Gluten-Free Lifestyle handbook which includes a disease synopsis, nutritional guideline, allowed additives, questionable ingredients and a sample menu, a print subscription to the leading American Celiac magazines, an insight newsletter for up-to-date information four times a year, a digital subscription for breaking news, support & information through chapters, access to an educational conference, and an Online Resource Directory of gluten free products, which is updated daily for new items.8

The importance of technology in general is in an evolutionary period. Consumers are becoming more dependent on computers, smartphones and tablets. They want fast, easy and accessible data at any given time or place and are much more prone to search for information on one of their devices than to look it up in a book. Mobile applications, for example, are changing the way consumers shop by improving the ease at which they can access information which can be used to make more informed choices that are aligned with their health and well-being, in a timely manner.9 Mobile business can offer businesses and associations a way to reach and interact with consumers to increase customer satisfaction.10 Research shows that consumers are more likely to develop a positive association and long-term loyalty with companies that address their specific needs.11 

To stay relevant, many non-profit associations are starting to explore the opportunities and challenges of mobile applications for gluten free messaging. The Celiac Sprue Association has developed an application called GlutenFreeMe which is available for $9.99 on an iOS system (iPhone and iPad). The application features 20,000 reviewed products and over 700 companies listed alphabetically or by product, updated annually. For easy reference, personal lists and notes can be created.12

The application Is that Gluten Free? is available through iTunes for $7.99 by a company called Midlife Crisis Apps. It contains over 23,000 gluten free products from over 510 brands, verified by manufacturers. Products can be rated, commented on and added to the list. There is also a link and contact information from the manufacturers for additional questions.  The company will soon be releasing a secondary application for $3.99 designed for dining out with 1,700 gluten free menu items from 36 chain restaurants.12

The Allergy and Gluten Free Scanner is a $4.99 application created by Fooducate, a group of parents and dietitians focused on sharing information about allergen/gluten free options. This application allows the individual to scan a barcode, search for products or browse by category to determine if the food they are interested in is safe for consumption. There is a community forum for discussions, photos and access to manufacturers for more information. The database has over 200,000 products and is growing daily.12

A slightly different option is Gluten Free, a United States based, free secondary scanning application for the iOS platform. It includes a shopping list function with 700 ingredients, 100,000 products, menus and location-based suggestions tagged by Google as gluten free. The essential scanning function requires an additional $3.99/month subscription.12

A growing concern with gluten free applications is the constantly changing marketplace. New products could be a source of enhanced variety, but without updates regularly to the databases, there would not be enough transparency and consumers would not understand if these are safe to consume.

The mobile applications on gluten free mentioned above are predominantly available on only the iOS platform, likely based on the usage of applications across the different systems. The Android smartphone is now representing 36% of the Canadian mobile market, Apple trailing with 29% and Blackberry falling to 27% usage. It is therefore very important to have a platform that is compatible with Android and Apple, if not all three operating systems.13 A report by Berg Insight in 2011, concluded that revenues for mobile applications in 2010 reached $1.6 billion with an estimated compound growth rate of 40.7% or $8.8 billion by 2015.14

Company Analysis

Profile

Celiac disease is the most common autoimmune disease in the world. The genetic disease is characterised by the reaction by which dietary gluten triggers an inflammatory response that damages the lining of the small intestine and affects the absorption of nutrients. The only treatment for affected individuals is a strict diet avoiding gluten consumption, which can be both difficult and expensive. In an effort to reduce confusion and develop a way in which to fund research in this area, the CCA was developed as a volunteer based non-profit organization in 1972. Their mission is to be the national voice for people who are adversely affected by gluten, and they are dedicated to improving diagnosis and quality of life.  

The association consists of six executive board members, eight regional directors, a member-at-large and very few staff. The basis of the association is both medical and technical in nature; therefore the CCA has a very talented professional advisory board made up of 11 dietitians and physicians. The membership of 7,000 individuals are located across 28 Chapters with 50 satellite groups, each group fundraising in order for the association to be leaders in gluten-specific advocacy, research, expertise, awareness and support.15

Services of the association and the Chapters include; educational seminars, events, support sessions, monthly newsletters at a Chapter level and quarterly from the national board, access to the most up-to-date information and an annual conference.

The national board recently established a Gluten Free Certification Program in order to provide a trusted, quicker and easier way for individuals to identify safe foods. The program is a third party auditing certification allowing gluten free food and pharmaceutical manufacturers the ability to confidently indicate their products as gluten free. This has been a great initiative for the association and is increasing awareness while providing safe foods for members; however, this will only apply to products of companies that adopt this extra process and it will take time to become prominent in the marketplace.

Technology is becoming more relevant for the CCA, as they develop more complex websites, social media forums and electronic donations; however, the internal capability to work on these types of projects falls to one or two people. With ongoing projects and updates required of these individuals and a lack of funding to hire additional staff, the amount of new program development capacity is quite limited.

Financial Performance

A large percentage of the revenue earned by the CCA is through membership dues and donations.  In 2011, the breakdown of these sources 37% of revenue from membership dues and 24% from direct donations, exhibit 1 illustrates the range of revenue sources for 2011.  Revenue earned for 2011 totaled $643,662, a decrease of 11% over 2010. Expenses for 2011 amounted to $890,291, which resulted in a loss of $246,629.  The tough economic marketplace has made it difficult for many non-profit organizations to maintain positive net revenue while still providing the services expected of membership.15

Managing expenses carefully is certainly a necessity, along with the need for a relatively low cost solution for consumer interests and revenue generation.  The key focus of the CCA is to provide a valuable service to members and be able to use the funds generated to support further research in this area, therefore increasing resources is of fundamental importance.

Business Problem/Opportunity

The CCA needs to be able to advise consumers on what foods and food ingredients are safe at the most crucial time: when they are about to buy something and need to check the ingredients, or when they’re out to eat, questioning the menu. The typical celiac spends an inordinate amount of time shopping for food, cooking from scratch and ensuring that they always have food with them. This lifestyle creates a lot of inconveniencies; therefore they tend to cherish those things that can make life easier.

As mentioned, consumers need the most assistance when they are physically in the marketplace buying food.  In this instance, the consumer is looking at the labels with ingredients they can often barely pronounce and are unsure if the products are safe to eat. Looking each ingredient up in a book is impractical, access to computers is minimal at best and the ability to call food companies is limited while at the grocery store.  

The CCA attempted to address this problem by developing a pocket dictionary (Exhibit 2) which is small enough to fit in a purse or pocket and take to the store. The purpose of this booklet was to assist consumers with celiac to help understand the many Canadian and US food products within the store and so that it could be used when traveling. Currently, many consumers would rather look up information on their smartphone by perusing various websites.  The limitation with this is that websites and search engines are not always the most accurate source of information on gluten, combined with differences in ingredients by various suppliers or countries, the consumer risks consuming an ingredient that is not safe for their consumption.

To stay relevant, the CCA needs to provide this crucial information to consumers in the most convenient way possible. This would allow the CCA to truly protect its members, as well as add or remove items, make amendments or enhancements more frequently and ensure the majority of ingredients on the market are accounted for in the information provided. The current pocket dictionary is updated once every two to three years due to the cost to publish hard copy books. More flexibility is necessary, both to protect the members and reduce emails/calls to the national office for questions. The first phase in adapting to a more technological version of the dictionary was to create an ePub, compatible on iPad, Playbook and Kobo. This option allows for more use; however, these tablets are not as common as smartphones and less frequently brought to the grocery store.

A mobile application would solve the issue of accessibility, flexibility and customizability. Consumers could receive real-time updates, new product/ingredient information and feel connected to both the manufacturers and the national association. Careful consideration is needed to ensure the best option for development is selected.

Criteria

Individuals with celiac disease and gluten sensitivity range in age, education, financial status and location, therefore the solutions to solve the business problem need to include several key criteria.  The most important criterion identified by the CCA was that any solution would need to be easy to navigate and understand because word of mouth will likely contribute significantly to the marketing of this application. It would need to cater to both the most naïve as well as expert users.

The second criterion is around the cost of the potential solutions. The solution will need to fit in the CCA’s limited budget allocated to invest in this initiative.

A database type application as opposed to a web based application would be the most useful for the CCA; however, they are open to other options if they fit the need and provide added benefits. The plan is to have food and ingredients set up in a database so that consumers could run a query to search for specific ingredients and indicate whether the food is safe, questionable or contained gluten. A database type application would allow for quick changes and additions, which would be helpful given the large amount of new ingredients and foods being launched.  

Any mobile application that is created by the CCA needs to be compatible with all types of mobile devices, including Blackberry, iPhone and Android type devices to avoid alienating members with other operating systems. As a member-orientated association, ensuring everyone can be accommodated is very important.

Although there is some internal expertise available, the time and complexity of the development and changes needs to be minimal to ensure other functions within the association can still be completed. A linked criterion is whether an external service could provide the whole application development, allowing the CCA to focus on the commercialization and launch portion of the initiative.

A relatively short time to deploy the application is definitely important to consider during this process, not due to a rush by the CCA, merely to minimize the possibility of competition in this realm becoming stronger.

The last criterion used to review the solutions was the ability to customize, enhance and make unique changes to the mobile application, either during development or after launch based on feedback. Creating an even more defined point of difference would be beneficial; however, not required at this point in time.

IT-Based Solutions

An option that was discussed but discarded was for CCA to partner with existing company offering an application. This would require little to no work or cost from the CCA’s perspective, except a partner fee; however, many disadvantages outweigh the benefits. The main disadvantage to this option would be the lack of control that CCA would hold over the application. If the information was inaccurate and CCA was not able to validate, the potential for loss of credibility would be devastating. The risks involved in executing such an option are too large and finding a credible partner may prove challenging, therefore the option of partnering with an existing application was not investigated any further. Exhibit 3 is a chart comparing the different options described below.

Option 1: SCM16

This company offers affordable mobile applications, catering to small businesses and non-profits. They assist in everything from developing the application to providing ongoing support for maintenance and changes, along with additional support for marketing efforts down the road. Enhanced customization, including connections to social media sites and detailed information is available and encouraged.

Ease of Customer Use: Demonstrations online and a phone consultation were used to determine the simple user platform. It has a straightforward home screen with tabs for the different areas and easy navigation. Feedback from customers has been positive and the applications have received very good reviews. For this reason, SCM received a rating of 10 for ease of use.

Cost: The cost ranges depending on the level of service required. The packages range in price from a monthly subscription fee of $59.99 to $89.99 for the Platinum package. There is also a setup fee ranging from $795 – $3,995 with discounts available for non-profits determined on the level of complexity desired. The discount typically ranges between 10 and 25%, therefore this option would be possible compared to the amount of funds available and given a seven score for cost.

Database Model: This platform can meet the expectations of the database type model and the company has experience running applications of this nature in the past. A score of nine was based on this capability.

Compatibility: Unfortunately this platform only works with Android and iPhone, which is not ideal. Android and iPhone have the largest market share; therefore SCM received an eight score for compatibility as this would cover a large portion of consumers.

Ease of use for Development and Changes / External Development Services: SCM was given the highest rating in this category as they have a very flexible platform. Allowing for changes and the ability to move to a different package over time should the association wish to start with a simple version and enhance the application as profitability increases. Furthermore, an agent is assigned to work with the company to assist in the development, therefore full external support is guaranteed.

Time to Deploy: The turnaround time for the application is very quick. SCM can have the application developed and running in a matter of days depending on approval. Typically this may take a few weeks, therefore a 10 rating was granted for time to deploy.

Ability to Customize: There are many ways to customize the application with SCM, from additional tabs, to forums where users are able to communicate with one another, to grocery lists all the way to donations and fundraising. The Platinum package adds social media, press releases and a promotion strategy. It’s highly customizable and therefore scores full points for this criterion.

Option 2: FileMaker Pro17-20

This company, owned by Apple Inc. focuses on the consumer, therefore is similar to the CCA model of putting the members first. The have developed a cross platform relational database application that has been evaluated against CCA’s criteria.

Ease of Customer Use: This solution caters to those who have some level of development experience. As a result, this product is able to transfer many advantages to its end-users including its simplicity and navigation, therefore a rating of nine has been allocated.

Cost: From a cost perspective, this was scored at 10 as it is relatively inexpensive. The FileMaker Pro 12 is priced at $299 U.S., which meets the CCA’s criteria for a cost effective solution.

Database Model: This solution is essentially a custom database where information can be dragged and dropped from Microsoft Excel into FileMaker Pro, therefore scored a 10 for this criterion.

Compatibility: FileMaker Pro is primarily suited for development with Apple related products; however, it can work with Windows based systems as well.

Ease of use for Development and Changes: This would depend on the capability of the internal individual leading the project; however, reviews mention a relatively easy to adopt process. The system allows for updates and any changes to be made in real-time. This is an advantage for the CCA as new ingredients and foods are introduced, they are able to add them to their database and deploy them to the mobile device in rapid time.

External Development Services: This solution would require an internal individual with development experience to use this product to create the mobile application. CCA would have complete control over the content, design and overall end product, but would need to find developmental capacity in order to complete the project.

Time to Deploy: In terms of deployment, this would again depend on the capacity and capability of the internal individual leading the project; however, this should be possible in a relatively quick fashion.

Ability to Customize: The developer can create custom menus, functions and multiple table importing, as well as allowing for different layouts and forms, scoring a nine in customizability.

Option 3: MobiForms21

MobiForms is a rapid application development tool for creating mobile applications.

Ease of Customer Use / Development and Changes: These were scored relatively high based on the fact that the tool does not require complex coding and instead uses an intuitive drag and drop development environment, therefore would be both easy to use, develop and make changes on the application.

Cost: This solution is relatively inexpensive as it offers a total solution for a one-time license fee of $149 U.S.

Database Type Model: MobiForms is able to synchronize data from a central database to any type of wireless device. These features allow the developer with limited knowledge of programming to create a mobile application relatively quickly. .

Compatibility: This program is capable of running on Apple related products (iOS) and Windows systems.

External Development Services: This solution would require internal development of the mobile application from beginning to end; therefore the score is zero for this criterion. The advantage is that CCA would have control over all elements of content and design, capacity may be an issue as some level of development knowledge would be required.

Time to Deploy: One of the advantages of this solution is the ability to write the application once and quickly deploy it to multiple platforms via the MobiForms Deployment Wizard.

Ability to Customize: Many elements of this application are customizable including the inclusion of the iOS camera barcode reader integration that can be linked with other consumer mobile applications. This can benefit the CCA by allowing them to link their application to existing grocery store applications and other food related applications.

Option 4: MyPocket Non-Profit22

This is a marketing tool available for non-profit organizations allowing them to communicate effectively with their members via mobile phones. Information about the ease of use for customers, development and changes, whether a database type model could be used and the time to deploy was unattainable; therefore these were given a score of zero.

Cost: This option is priced at $69 U.S. per month, in addition to a charge of $499 U.S. for the account setup fee. Once the application is developed, the CCA will need to enroll in the Android or Apple Developer Programs. The cost for the Android account is $25 U.S. per year and the cost for the Apple Developer Program is $99 U.S. per year.

Compatibility: These applications are primarily compatible with Android and Apple based devices.

External Development Services: This application would be completely developed externally, including any required debugging; therefore the score granted was 10 for this criterion.

Ability to Customize: As experts in the non-profit field, this company ensures a unique product is developed, incorporating any specific enhancements necessary.

Recommendation

In analyzing the various alternatives, the SCM and FileMaker Pro ranked highest according to the evaluation against the criteria. Both options address the business problem which is the desire of the CCA to provide consumers with a portable, dynamic mobile solution. The key feature that both have is the ability to make changes easily, that is, ingredients can be added and amended to include the latest foods and international ingredients being introduced to the market. The consumer can be assured that the information is reliable as it is provided by an authority on gluten free foods and ingredients.

SCM meets many of the criteria and the ability to effortlessly customize and make changes will fit well with the model CCA is looking to implement. It is on the higher end of the cost spectrum; however, since the development would be externally driven, the CCA would not need to allocate an individual to lead this initiative, which would be a time savings. The CCA would need to clearly outline their objective and specific needs with respect to the structure, content and overall design, given they would not be designing the application internally.

FileMaker Pro also has many of the features that the CCA would want in a mobile application solution. The ease of use for the end user and developer are key advantages. In terms of costs, the FileMaker Pro is less expensive than SCM; however, use of this application would require someone from the CCA to be responsible for the design and implementation of the mobile application. The internal capacity for handling this type of project is limited and the person chosen would have to balance their on-going responsibilities as well as the task of creating a new application. The CCA would have more control over many of the elements of this project; however there is definitely a risk in having only one person with the knowledge and ability to execute this initiative.

The issue of internal vs. external development ended up being the critical criterion for deciding which of these two development applications to recommend. External services is important for the CCA because of the risks that are associated with having only one person with the knowledge and ability to develop and maintain the application, such as transfer of knowledge should this person leave the association. It’s important to maintain continuity with any technology, particularly since consumers are relying on this information and the CCA has an obligation to provide an effective and reliable service with minimal disruption. SCM also works with many non-profit organizations and will be able to cater to their specific needs.

This mobile application solution will not only benefit the many consumers adversely affected by gluten, it will also provide much needed revenue to the CCA. The proposed price that the CCA should charge is $3.99 for this application. This is in line with competitors of similar mobile application products. At this price, if we assume approximately 50% of the CCA members (7,000), 20% of all individuals in Canada with celiac (300,000) and 20% of individuals with gluten sensitivity (2,000,000), there would be approximately 463,500 people in Canada who would use this application. This would generate revenue of approximately $1,849,365 for the association.

Action Plan

The action plan laid out is meant to assist the CCA prepare for the integration, make recommendations on how best to execute both internally and externally with SCM and outline a realistic timeline for expectations on deployment.

Preparation

At this stage, Sue Newell is our primary contact and is in charge of leading all technology related initiatives. The first stage in this process will be to arrange a conference call with Sue and the team to help walk her through our rationale and answer any questions she may have around the process, criteria, solutions and competitors’ products. In advance of the call, we will provide Sue with a copy of the report so she can familiarize herself with it making the best use of her time. Given the need to coordinate all of individual schedules, we anticipate this will take one week from the point of which she has received the report.

The second stage in preparation for creating the mobile application will rest with Sue on going through the research provided and contacting one of SCM’s agents to learn more about the discounts as well as to answer any additional questions she may have before moving forward. It’s important to find the right agent to work with this project, as Sue will be in contact with them frequently to integrate this solution and ensure any additional questions have been addressed. Furthermore, Sue will have the ability to look at the benefits of each pricing package more in depth to evaluate what the potential return on investment would be for the increased upfront costs. For example, choosing a more expensive pricing package allows for added discounts so narrows the gap in cost further while allowing for additional tabs for content to increase differentiation from competitors. In addition, it is worthwhile to have a discussion about the advertising that SCM can offer to promote the CCA application as the authority in gluten free foods. A realistic expectation for this is one week for the call and another week to sort through the information and assess the various options. In total we estimate this phase will take two weeks.

The next phase of the preparation process will involve Sue and the Board of Directors for the CCA. Before taking the next step Sue will have to present her findings based on our research to the Board and put forth her final recommendation. The Board will then vote to on whether to approve the expense and move forward with the application. This is a crucial step in the process as Sue will need to ensure that she has all the potential answers to the questions the Board may ask especially with reference to the cost and adoption rate for the return they can realistically expect. Given that the Board meetings on a monthly basis, we have allotted one month for this process; however, if there are questions Sue is unable to answer at the time it will be increased.

The final phase in preparation, if Sue is successful in gaining approval, is to meet with the rest of the volunteers and employees to get them up to speed. It is very important that she have their commitment and understanding of the project. These are more of the client facing members and respond actively to questions from both non-members and members, so their ability to promote the application will be very important. We suggest that she ask their input on the value of the potential add-ons to their members, in order to choose the most cost-effective and client focused package. Sue should also ask her agent at SCM if it is possible to gain access to examples of other applications they have developed so that these members can get a sense of the final product. Integrating them in the process is important to gain support and alignment, we have allotted two weeks for this process.

Development

In this section, Sue will be the lead on working with the SCM agent to develop the application. Given all the preparation above this should be a relatively quick process. Sue will need to communicate the feedback she has received from her counterparts to ensure the agent has a clear picture of the final application design. In addition, it is important that Sue explain how they are going to use the various parts of the application to benefit the company. The more information Sue can provide, the easier this process will become and the end product will match the vision. This is a pivotal step in the process and will eliminate the possibility of delays, errors and frustrations on both sides of the development process. We have allotted two weeks for this stage.

The next phase in this process will be the assessment of the mobile application prior to its launch. Here Sue will get a chance to use the application herself to determine if any changes need to be made and if it matches her goals as described above. We recommend in this phase, once again, engaging all areas of the association. First with the internal members gaining their insight and lastly their commitment to the application. Next, take the application back to the Board and show them a demonstration. It is important that Sue not rush this process as the Board members will again need to vote on the application prior to going live. This is very important as having these check-points ensures that the vision of the Board is also realized and not in conflict with that of the development. Furthermore, the Board decides on any additional changes and customizations now having seen the application itself. These changes may result in more money which will also need to be voted on. We have allotted one month for this phase.

Go Live

The go live process with this application is very fast for Android; however, Apple has a longer stricter process for approval. As such, it is difficult to gauge the exact timeline for this launch. We would suggest holding off launching the Android version until you have both applications up and running to ensure you do not discourage any potential users that are interested in signing up for the service. We estimate that this process will take one to three weeks based on the feedback from SCM’s agents.

Advertising & Social Media

Although resources are limited there are some free things that Sue and the association can do to build momentum and create awareness. The first suggestion would be to spotlight the mobile application on their website showing a brief demonstration along with a description and competitive advantage of regular updates. The next suggestion would be to execute a newsletter or email blast with a link to the mobile application and send this to all existing members. Finally, we recommend integrating social media by way of Facebook and Twitter. Engage the staff members to post a Facebook notification in support of the application and recommend tweeting about the launch. This could be enhanced by tweeting daily on tips, facts and general information on gluten to attract a larger demographic. Although SCM offers this in their Platinum package, the time involved is minimal and the message coming from the CCA and its member would be stronger. We allot one week to set up this program and to continually run these messages to maintain excitement.

In total, the entire process is expected to take 17-19 weeks to complete, please see the chart attached (Exhibit 4) for a visible depiction of the above stages and timeline. This process can be sped up should Sue decide to make this a larger priority and move through some of the above steps in less time. This is largely dependent on current initiatives being working on at the time. As you can see the bulk of the action steps above all involve Sue leading the project. Due to the nature of the organization having such limited resources and personnel, on top of the fact that Sue is the only one with an IT background, we have suggest she be the project coordinator at each stage.

Exhibits

Exhibit 1 – Annual Revenue Sources

Exhibit 2 – Canadian Celiac Association Pocket Dictionary

Exhibit 3 – Comparison of IT-Based Solutions (COWS)

Criteria

Weightings

SCM

FileMaker Pro

MobiForms

My Pocket

Non-Profit

Ease of use for Customers

30%

10

9

8

0

Cost

25%

7

10

7

7

Database Type Model

15%

9

10

9

0

Compatibility with Android, Blackberry & iPhone

10%

8

7

7

7

Ease of use for Development Changes

5%

10

9

9

0

External Development Services

5%

10

0

0

10

Time to Deploy

5%

10

8

9

0

Ability to Customize

5%

10

9

9

9

Score

100%

8.9

8.8

7.6

3.5

Exhibit 4 – Action Plan