day 4 presentations columbia apr 2012
TRANSCRIPT
Columbia B7739-002
Steve Blank Bob Dorf
Advanced Entrepreneurship
April 19, 2012
Welcome to Day 4!
Order of Presentations
1. Kadak (Tea Lab)
2. Pulze
3. Digital Exchange Network
4. TVM Technologies
5. Jiae
6. Table Compass (FidelEat)
7. Diagnosly
8. Social Crowd
9. Mobile Marketing
10. YSN
11. Bakamba
12. Factabase
13. eFood
Quick Announcements
● Please sit with your team members● Name cards are helpful! Please continue to put them up ● Remember to sign in when the sheet is passed around● Please grade and provide comments to the other teams’ presentations● We have our reception 5-6pm today (Thursday) please wear your name tags. This will be
a good opportunity to meet your fellow classmates and the professors over a drink
Each team will have 5 minutes to present and 3 minutes for Q&A
Adeem FensterShashi Shrimali
Stella ChanSanjay Bharadwaj
Richard JamesNeeraj Lal
Total Interviews: (10 in person, 179 cumulative total)
Authentic Asia Tea T4U
How will we Get, Keep and Grow Customers?
• Unique, customized tea, their way
• Consistent quality• Increase product variety • TEA I.D.• word-of-mouth from
students (campuses)• Tea tasting event to collect
customer feedback (via iPad)
Tea Lab – 04/18/2012
Who are our most important customers?
• repeat customers• health conscious
customers• Customers looking for a
fun new experience
What are their archetypes?
• The rising teen• Healthy parents• Undergrads
What Job do they want us to get done for
them?
• Custom tea their way!• Fun/unique ingredients• make the tea (incl. picking
the best ingredients)• education of tea• cool place to hang out
What Key Activities do we require?
• Purchasing raw material• Brewing tea• Setting up retail outlets• Advertising, & marketing• Setting up customer feedback
channel and analysis• Business development with
campuses• Product mix creation• FP&A management• Hiring
Which of our customer’s problems
are we helping to solve?
• consumer don’t have access to quality tea outside the home
• Formula/proportions are off
Which customer needs
are we satisfying?
• Tea the “way I like it” outside the home
• Tea w/out tea bags• Cool experience / social
setting for tea
What are the Key Features of our product that match customers
problem/need?
• Taste of our tea (quality)• The availability of tailored
flavor • Speed of delivery• Convenience• Experience
Who are our Key Partners?
• Indian stores and Asian stores
• Eventually tea makers• Indirect distribution
through -- subway, panda express
Who are our key suppliers?
• Indian store from NJ• Chinese stores from
Chinatown• Grocery stores such as
Wal-mart• Restaurant
utensils/hardware suppliers
What are we getting from them? Giving
them?
• Milk, sugar, Splenda, tea leaves, cups, spices, pots/pans
• MONEY, more revenue
What are the most important costs inherent in our business model?
Fixed• Rent• Equipment, furniture and fixtures Variable• Raw materials & supplies• Employee salaries
How do we make money? What’s the revenue model? Pricing tactics?
• Online sales for home consumption• Data – based on the TEA ID card!• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)
Through which Channels do our
Customer Segments want to be reached?
• Tea lab stores• direct-to-home delivery• Online
What Key Resources we require?
• Money• Retail outlets• POS system to track sales• SAP system for accounting• License from NY / Campus
approval• HR for hiring & training• Tea brewing equipment
1
3
4 2
5
6 7
8
9
How will we Get, Keep and Grow Customers?
• Unique, customized tea, their way
• Consistent quality• Increase product variety • TEA I.D.• word-of-mouth from
students (campuses)• Tea tasting event to collect
customer feedback (via iPad)
Tea Lab – 04/19/2012
Who are our most important customers?
repeat customers health conscious
customers Customers looking for a
fun new experience
What are their archetypes?
The rising teen Healthy parents Undergrads
What Job do they want us to get done for
them?
Custom tea their way! Fun/unique ingredients make the tea (incl. picking
the best ingredients) education of tea cool place to hang out
What Key Activities do we require?
Purchasing raw material BRAND – Tea Lab Brewing tea Setting up retail outlets Advertising, & marketing Setting up customer feedback
channel and analysis• Business development with
campuses• Product mix creation• FP&A management• Hiring
Which of our customer’s problems
are we helping to solve?
consumer don’t have access to quality tea outside the home
Formula/proportions are off
Which customer needs
are we satisfying?
Tea the “way I like it” outside the home
Tea w/out tea bags Cool experience / social
setting for tea
What are the Key Features of our product that match customers
problem/need?
Taste of our tea (quality) The availability of tailored
flavor Speed of delivery Convenience Experience
Who are our Key Partners?
• Indian stores and Asian stores
• Eventually tea makers• Indirect distribution
through – franchises in airports, hotels? subway, panda express
Who are our key suppliers?
• Indian store from NJ• Chinese stores from
Chinatown• Grocery stores such as
Wal-mart Tea merchants Kiosk manufacturers Restaurant
utensils/hardware suppliers
What are we getting from them? Giving
them? Milk, sugar, Splenda, tea
leaves, cups, spices MONEY, more revenue
What are the most important costs inherent in our business model?
Fixed Rent Equipment, furniture and fixturesVariable Raw materials & supplies Employee salaries
How do we make money? What’s the revenue model? Pricing tactics?
• Online sales for home consumption• Data – based on the TEA ID card!• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)
Through which Channels do our
Customer Segments want to be reached?
• Tea lab stores• direct-to-home delivery• Online
What Key Resources we require?
• Money• Retail outlets• POS system to track sales• SAP system for accounting• License from NY / Campus
approval• HR for hiring & training• Tea brewing equipment
1
3
4 2
5
6 7
8
9
Tea lab kiosks
TakeawaysTea café
• High-end tea café in NY city => set for failure
•Key costs: Rent, Utility, Salary, and ingredients…
•Market for both hot and cold tea
• Flagship store => for branding
• Way to make money => go outside New York City
• Sell your products via partners
• No brand => no partnering with restaurant
Kiosks
•Low fixed costs/rent
• High foot traffic
•Customized Kiosks available at $20K- $40K
• High visibility => low marketing costs
Entry
Exit
Cups Indian Tea Chinese Tea English Tea Herbs & Spices Sweeteners
Pick a cup Pick a teaPick a herb Pick a
sweetener
Boil your tea
Pay money
Enjoy your tea and come back
Store your TeaId
MVP
Business Hypothesis
Hypothesis
Tests Results
Retail cafe channel is profitable. Breakeven Analysis
Retail kiosks channel is profitable.
Breakeven Analysis √
Breakeven Analysis
Manhattan Store"Middle America"
Store"Middle America"
KioskContribution margin per cup
Sales $4.00 $3.00 $3.00Direct costs $0.28 $0.28 $0.28
$3.72 $2.72 $2.72
Fixed Costs Per Month $60,100.00 $34,500.00 $11,500.00
BEP (CUPS PER MONTH) 16,153.94 12,681.70 4,227.23BEP (CUPS PER DAY) 538.46 422.72 140.91
Solution => Go for Kiosks
Marketing
“Tea Pots” in the mall (i.e. bud light girls)
•Facebook Group•Tea samples•Location (high traffic zones, near an apple store)•Flash mob
Plan for today
•Interview customers
Test our Kiosks
ideas with the
customers
•Interview Shopping Mall property managers
Test our Kiosks
ideas with key
partners
How will we Get, Keep and Grow Customers?
• Consistent quality• Increase product variety • loyalty program tea card• word-of-mouth from students
(campuses)• Tea cart promotion via
Facebook or Tweeter• Tea tasting event to collect
customer feedback (via iPad)
Kadak – 04/16/2012
Who are our most important customers?• repeat customers, Asian-
immigrants consumers• health conscious customers
What are their archetypes?
• The Indian• The rising teen• Healthy parents• Undergrads• Baby-boomers
What Job do they want us to get done for
them?• make the tea (incl. picking
the best ingredients)• education of tea
What Key Activities do we require?
• Purchasing raw material• Brewing tea• Setting up retail outlets• Advertising, & marketing• Setting up customer feedback
channel and analysis• Business development with
campuses• Product mix creation• FP&A management• Hiring
Which of our customer’s problems
are we helping to solve?• consumer have limited access
to authentic Asian tea in a retail format
Which customer needs are we satisfying?
• Desire to consume authentic Asian tea outside home
What are the Key Features of our product that match customers
problem/need?• taste of our tea (quality)• the availability of tailored
flavor • speed of delivery• convenience
Who are our Key Partners?
• Indian stores and Asian stores
• Eventually tea makers• Indirect distribution
through -- subway, panda express
Who are our key suppliers?
• Indian store from NJ• Chinese stores from
Chinatown• Grocery stores such as
Wal-mart• Restaurant
utensils/hardware suppliers
What are we getting from them? Giving
them?• Milk, sugar, Splenda, tea
leaves, cups, spices, pots/pans
• MONEY, more revenue
What are the most important costs inherent in our business model?
Fixed• Rent• Equipment, furniture and fixtures Variable• Raw materials & supplies• Employee salaries
How do we make money? What’s the revenue model? Pricing tactics?
• Low Intro promotion price to attract customers($1.99)• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)
Through which Channels do our
Customer Segments want to be reached?
• direct retail• direct-to-home
delivery
What Key Resources we require?
• Money• Retail outlets• POS system to track sales• SAP system for accounting• License from NY / Campus
approval• HR for hiring & training• Tea brewing equipment
1
3
4 2
5
6 7
8
9
How will we Get, Keep and Grow Customers?
• Consistent quality• Increase product variety • loyalty program tea card• word-of-mouth from students
(campuses)• Tea cart promotion via
Facebook or Tweeter• Tea tasting event to collect
customer feedback (via iPad)
Kadak – 04/17/2012 (morning)
Who are our most important customers? repeat customers,
Asian-immigrants consumers
• health conscious customers
What are their archetypes?
• The Indian • The rising teen• Healthy parents• Undergrads• Baby-boomers
What Job do they want us to get done for
them?• make the tea (incl.
picking the best ingredients)
• education of tea
What Key Activities do we require?
• Purchasing raw material• Brewing tea• Setting up retail outlets• Advertising, & marketing• Setting up customer feedback
channel and analysis• Business development with
campuses• Product mix creation• FP&A management• Hiring
Which of our customer’s problems
are we helping to solve?• consumer have limited
access to authentic Asian tea in a retail format
Which customer needs
are we satisfying?• X Desire to consume
authentic Asian tea outside home
What are the Key Features of our product that match customers
problem/need?• taste of our tea
(quality)• the availability of
tailored flavor • speed of delivery• convenience
Who are our Key Partners?
• Indian stores and Asian stores
• Eventually tea makers• Indirect distribution
through -- subway, panda express
Who are our key suppliers?
• Indian store from NJ• Chinese stores from
Chinatown• Grocery stores such as
Wal-mart• Restaurant
utensils/hardware suppliers
What are we getting from them? Giving
them?• Milk, sugar, Splenda, tea
leaves, cups, spices, pots/pans
• MONEY, more revenue
What are the most important costs inherent in our business model?
Fixed• Rent• Equipment, furniture and fixtures Variable• Raw materials & supplies• Employee salaries
How do we make money? What’s the revenue model? Pricing tactics?
• Low Intro promotion price to attract customers($1.99)• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)
Through which Channels do our
Customer Segments want to be reached?
direct retail/franchise model
• direct-to-home delivery
What Key Resources we require?
• Money• Retail outlets• POS system to track sales• SAP system for accounting• License from NY / Campus
approval• HR for hiring & training• Tea brewing equipment
1
3
4 2
5
6 7
8
9
How will we Get, Keep and Grow Customers?
• Unique, customized tea, their way
• Consistent quality• Increase product variety • loyalty program TEA I.D.• word-of-mouth from students
(campuses)• Tea tasting event to collect
customer feedback (via iPad)
Tea Lab – 04/17/2012 (afternoon)
Who are our most important customers?• repeat customers• health conscious customers• Customers looking for a fun
new experience
What are their archetypes?
• The Indian • The rising teen• Healthy parents• Undergrads• Baby-boomers
What Job do they want us to get done for
them?• Custom tea their way!• Fun/unique ingredients• make the tea (incl. picking the
best ingredients)• education of tea• cool place to hang out
What Key Activities do we require?• Purchasing raw material• Brewing tea• Setting up retail outlets• Advertising, & marketing• Setting up customer feedback
channel and analysis• Business development with
campuses• Product mix creation• FP&A management• Hiring
Which of our customer’s problems
are we helping to solve?• consumer don’t have
access to quality tea outside the home
• Formula/proportions are off
Which customer needs
are we satisfying?• Tea the “way I like it”
outside the home• Tea w/out tea bags• Cool experience / social
setting for tea
What are the Key Features of our product that match customers
problem/need?• taste of our tea (quality)• the availability of tailored flavor • speed of delivery• Convenience• Experience
Who are our Key Partners?
• Indian stores and Asian stores
• Eventually tea makers• Indirect distribution
through -- subway, panda express
Who are our key suppliers?
• Indian store from NJ• Chinese stores from
Chinatown• Grocery stores such as
Wal-mart• Restaurant
utensils/hardware suppliers
What are we getting from them? Giving
them?• Milk, sugar, Splenda, tea
leaves, cups, spices, pots/pans
• MONEY, more revenue
What are the most important costs inherent in our business model?
Fixed• Rent• Equipment, furniture and fixtures Variable• Raw materials & supplies• Employee salaries
How do we make money? What’s the revenue model? Pricing tactics?
• Online sales for home consumption• Data – based on the TEA ID card!• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)
Through which Channels do our
Customer Segments want to be reached?
• Teal lab stores• direct-to-home
delivery• Online
What Key Resources we require?
• Money• Retail outlets• POS system to track sales• SAP system for accounting• License from NY / Campus
approval• HR for hiring & training• Tea brewing equipment
1
3
4 2
5
6 7
8
9
PULZE
Your Organization’sPULZE
Vladimir Baranov, Jitender Chopra, Riyaz Habibbhai, F. Lane Harwell, Daniello Natoli
Interviews: 11
April 19th, 2012
PULZEORGANIZE, ANALYZE, AND COMMUNICATE
PULZE
Hypotheses and Initiatives
Hypothesis HR consultants are a potential sales channel
Initiatives Pricing
Initiatives 24 / 7: Design pre-survey, Analyze post-survey
PULZE
Hypotheses: HR Consultants are a Potential Channel
Findings
Competitors
Exception
HR Consulting firms have in house technology departments
They see survey software as a way to sell consulting services
Would not partner – see Pulze as competition
Kenexa: (KNXA) Mkt. Cap.: $860MM Taleo: purchased by ORCL for $1.9B, 2/9/12 Hewitt (HEW); MMC (Mercer) SAP: purchased SuccessFactors (SFSF) for $3.4B
Possibly Leadership Consultants, given focus
PULZE
Initiatives: Pricing and Update Value Prop
Pricing
Value Prop
Additional Segment?
HR Consulting firms charge $5K - $15K for a survey targetting 300 – 500 users
SurveyMonkey works for random surveys – not good for employee engagement
Customers WTP between $1000 - $5000 per annum
Customers love the idea of DIY survey software with extensive templates
Anonymity and Detailed Data Analysis is Key Would prefer value added service to call HR specialists
for pre-survey setup and post-survey analysis
25 – 100 Employee company with the same needs as above
Additional Channel?
Enterprise Social platforms Jive, Yammer
PULZE
Survey Monkey
$500 per year
$ per Survey/Analysis
Price and Value Position
PULZE$500 - $3,500
HR Consultancies~$5,000 - $15, 000
(per survey)
PE
RC
EIV
ED
VA
LUE
Raw Data / Little Analysis
“DIY” Data and AnalysisBenchmarkingTemplates with response validation CustomizationAccess to Domain Specific SolutionsLegal and Regulatory Checks
ORGANIZE, ANALYZE, AND COMMUNICATE
“Hand Holding” Data and AnalysisBenchmarkingTemplatesCustomizationAccess to Domain Specific SolutionsLegal and Regulatory Checks
PULZE
PULZE
Team Pulze
500 < Enterprises
< 2000 Bottom-Up employee
engagement
Software vendors
One time service fee
Sales force
1
3
4 2Key Account management
5
7
8
Provide employees
ownership in business strategy
Low cost solution to interim surveys
Middle Management of
larger corporations
Semi customized
service based on needs
Subscription service
Enterprise social platforms
Partners
6
Cloud service
Data warehousing
Suppliers
3rd party analytics
R&DMarketing and Manage the
platform
Lead gen
Recruitment
Software developers
HR talent
Research experts
Payroll
marketing
Fixed
Sales
Customer acq.
Talent acq.
Variable
9
Website
PULZE
Team Pulze
Manager of a company,
division or unit with 100-3000
employees, w/minimal HR
support
Bottom-Up employee
engagement
Software vendors
One time service fee
1
3
4 2Key Account management
5
7
8
Provide employees
ownership in business strategy
Low cost solution to interim surveys
SEO
Subscription service
Enterprise social platforms
Partners
6
Cloud service
Data warehousing
Suppliers
3rd party analytics
R&D
Marketing and Manage the
platform
Software developers
HR talent
Research experts
Payroll
marketing
Fixed
Sales
Customer acq.
Talent acq.
Variable
9
Website
HR Consultants
Analysis
Benchmarked Data
Templates
Semi-customization
Sales force
Gamification – to increase particip
Recruitment
Lead gen
>Survey Monkey < Consultants
Fee to HR Consultants
US Legal
Legal Counsel
PULZE
Team Pulze
Manager of a company,
division or unit with 100-3000
employees, w/minimal HR
support
Bottom-Up employee
engagement
Software vendors
Number of Employees
$500 < N < $5K
1
3
4 2Key Account management
5
7
8
Provide employees ownership in
business strategy
Low cost solution to employee surveys
SEO
Subscription service $1 – 5K
Enterprise social platforms
Partners
6
Cloud service
Data warehousing
Suppliers
3rd party analytics
R&D
Marketing and Manage the
platform
Software developers
HR talent
Research experts
Payroll
marketing
Fixed
Sales
Customer acq.
Talent acq.
Variable
9
Website
HR Consultants
TemplatesAnalysis
Benchmarked Data
GamificationEthical and Legal
Customization
Legal Counsel
Fee to HR Consultants
24/7 Value Added Consultants for Pre/Post Survey
Linked-In
Social Media
PULZE
Appendix
PULZE
Market SizeBusiness Units
100-499 90,386 500-749 6,060 750-999 3,038 1000-1499 3,044 1500-1999 1,533 2000-2499 904 2500+ 46,525
TAM 151,490
TAM: 151,490
SAM: 136,384
TM: 34,085
Source: US Census,2008
SAM estimate was derived by using broadband business usage ratio. OECD
DEN: DIGITAL EXCHANGE NETWORK
The platform for exchanging high value favors and services.
22 INTERVIEWS WEDNESDAY65 TOTAL OVER 3 DAYS
Dave Spezzano, Alexey Okhlopkov, Amy Villari, Steve Alperin, Dmitri Dyakin
what we learned yesterday
hypothesisPEOPLE ARE WILLING TO PAY CASH
FOR FAVORS
PEOPLE ARE WILLING TO ACCEPT CASH FOR FAVORS
PEOPLE ARE WILLING TO TRADE FAVORS
PEOPLE WANT TO USE ANOTHER EXCHANGE CURRENCY
THERE IS A VALUE / BENEFIT TO THE FAVOR DOER
resultMAYBE
MAYBE
MAYBE
MAYBE
CORRECT
commentsHigh-value & WTP,
maybe not cash
Behavior change Compliance issues
Low expectation of quid pro quo
Tested philanthropy as exchange currency
Need to test further
more learning
hypothesisPEOPLE RECEIVE/PERFORM
FAVORS FOR DIRECT NETWORK CONTACTS
DITTO FOR SECOND-DEGREE CONTACTS
WE CAN SCALE A NETWORK WITHOUT LOSING TRUST
WTP TO JOIN ONLINE NETWORK TO ACCESS VALUABLE CONTACTS
NEED/MARKET FOR FAVOR NETWORK IN RUSSIA, CHINA
resultCORRECT
CORRECT
MAYBE
CORRECT
CORRECT
commentsOFTEN
Most see this is where the REAL
benefit is
Piggybacking existing networks like Linkedin
Obvious
Huge market potential in China, but may need proof of concept first
Key Learning: WHY WOULD SOMEONE USE THIS SYSTEM TO DO FAVORS?
• reduce time spent doing favors• prioritize response order and time to favor
requesters / receivers• INCREASE LIKELIHOOD OF PAYBACK
• Second-degree connections more than first-degree contacts
Key Learning: who pays for favors
CANVAS 1.1
People who need high quality information and services and have trouble finding it.
Business builders, salesmen, anyone who has ever looked for a connection once removed from their closest circle--Reduce the friction to finding info, help me get value from what I do for others and what I know.
Seeding the high level community, Software development, business development,
--People have trouble finding expert, reliable, verified information.
--People spend huge amounts of time displaying expertise with no tangible benefit
--A marketplace to match buyers and sellers--Simple easy way to aggregate postings about expertise--Scoring/ranking for reliability.
?
Alumni groups, Networking groups, (build to suit..potential white label sevice)
Outsourced engineering teams, We get paid to increase bonds between members ,make crucial offline activity more efficient. Allow monetization of expertise.
Scalable marketplace business. MVP engineering/hosting/design costs are fixed. Feature set build are variable..build to spec
for partners?
--Free to join and use– then transaction fee, listing fee, fee for top tier circles
--Velvet rope, leaky door policy--Affinity groups
Goodwill,Brand, User Propagation
1
3
4 2Tap communities already transacting offline or chaotically
5
6 7
8
9
CANVAS 1.2 CHANGES IN RED
--PEOPLE WHO NEED ACCESS & FAVORS FOR BUSINESS OR PERSONAL USE
--PEOPLE WHO PROMOTE THEIR BUSINESS THROUGH CONTENT
--PEOPLE WHO WANT TO STENGTHEN TIES WITH CONNECTIONS
Seeding the high level community, Software development, business development,
-- HELP PEOPLE EXCHANGE ACCESS & FAVORS THAT ARE IMPORTANT.
--Help people get more benefit from their digital marketing content
--A marketplace to match buyers and sellers--HELP PEOPLE BUILD TRUSTED CONNECTIONS
?
Alumni groups, Networking groups, (build to suit..potential white label sevice)
Outsourced engineering teams, We get paid to increase bonds between members ,make crucial offline activity more efficient. Allow monetization of expertise.
Scalable marketplace business. MVP engineering/hosting/design costs are fixed. Feature set build are variable..build to spec
for partners?
--POINT SYSTEM TO EXCHANGE VALUE & GOODWILL--Free to join and use– then transaction fee, listing fee, fee for top tier circles
--Velvet rope, leaky door policy--Affinity groups
--Goodwill,--HIGH LEVEL
ACCESS
1
3
4 2Tap communities already transacting offline or chaotically
5
6 7
8
9
CANVAS 1.3 CHANGES IN RED
--PEOPLE WHO NEED AND PROVIDE ACCESS & FAVORS FOR BUSINESS OR PERSONAL USE
--PEOPLE WHO PROMOTE THEIR BUSINESS THROUGH CONTENT
--PEOPLE WHO WANT TO STENGTHEN TIES WITH CONNECTIONS
Seeding the high level community, Software development, business development,
-
--IMPROVED WAY TO BUILD TRUST & VERIFICATION
--DISCOVERY & VALIDATION OF 2nd DEGREE CONNECTIONS
--SAFE ENVIROMENT FOR PERSONAL EXCHANGE
--HELP PEOPLE EXCHANGE ACCESS & FAVORS THAT ARE IMPORTANT.
?
Alumni groups, Networking groups, (build to suit..potential white label sevice)
Outsourced engineering teams, We get paid to increase bonds between members ,make crucial offline activity more efficient. Allow monetization of expertise.--LINKEDIN, FACEBOOK, OTHER NETWORKS (UNLESS WE SCALE OURSELVES)
Scalable marketplace business. MVP engineering/hosting/design costs are fixed. Feature set build are variable..build to spec
for partners?
--TIP JAR / PAY-WHAT-YOU-WANT--FEE FOR GIFTING AS THANK YOU--POINT SYSTEM TO EXCHANGE GOODWILL FOR $$--PREMIUM ADVERTISING (MAYBE – HARD MODEL)--transaction fee, listing fee, fee for top tier circles
--Velvet rope, leaky door policy--Affinity groups
--Goodwill,--HIGH LEVEL ACCESS--WELL CONNECTED PEOPLE
1
3
4 2Tap communities already transacting offline or chaotically
5
6 7
8
9
WE NARROWED OUR ARCHETYPE
WHAT’S A FAVOR?…..
• High value• Would require the receiver to go through
extraneous effort to achieve without the doer• Allows access to otherwise inaccessible areas
of life…..but how do we differentiate ourselves……? ELEGANT WAY TO SCORE AND RANK TRUST
ECOSYSTEM
FavorProvider
Direct Link
Favor user1.
FavorProvider
Favor user
Direct Link
FavorProvider
Favor user
2
3
Favor request
Today
LAY A PRODUCT OVER OUR CUSTOMER NEEDS & ECOSYSTEM
MORE DATA ON REVISED VALUE PROPISTIONS
TEST POTENTIAL REVENUE MODELS
Advanced Entrepreneurship
Day 4April 19, 2012
TVM Technologies
Team
Brian VogtDoug Carlson
Mohamed MaimouniAG Crum
Gabriel GilesSameer Kotak
6 additional interviewsTotal interviewed:
42 end-users3 brand managers1 channel expert1 shoe manufacturer1 shoe startup founder1 dermatologistX online survey
responses
Technology for medical and comfort problems of the feet
Problem is recognized; they have a
workaround Interviews
Hypothesis ExperimentResults
Pending
People may have discomfort but won’t
admit itInterviews
Unclear. Additional experiments required
(survey).
Appealing product for tech lovers Interviews Confirmed. Eyes lit up.
What Have We Learned?
Channel Analysis
Channel Strategy
License technology • License the technology to shoe brands to do all manufacturing themselves
Unbranded component sales • Sell prebuilt soles with embedded components to shoe brands for assembly
Branded component sales • Sell branded prebuilt soles with embedded components. Think “Vibram” soles in boots.
Own brand of complete shoes • Create own brand, sell through online retailers
Channel Analysis
Switching Costs
Recurring Revenue
Earn Before You Pay
Game Changing
Cost Structure
Others Do The Work
Scaleability Protection
License technology ✔ ✔ ✔
Unbranded component sales
✔
Branded component sales
✔
Own brand of complete shoes
✔
Channel Analysis
Channel Strategy Conclusions
X
License technology • Major brands unwilling to work with technology directly
X Unbranded component sales • Unit economics don’t work
X Branded component sales • Unit economics don’t work
✔ Own brand sold through online retailers
• Economically viable
Channel AnalysisGrowth Strategy
Phase 1 – Create brand for the Active Seekers segment• Sell through medical supply companies• Value price to capture higher Willingness To Pay• Get commitments and funding on Kickstart from severe sufferers• Use this to work out manufacturing and operational kinks
Phase 2 – Launch consumer branded shoe for General Comfort segment• Sell initially through Zappos • Leverage their logistics capabilities
Phase 3 – Expand in the General Comfort segment• Other online retailers• Airport kiosks• Retail locations• Possible branded component sales
Phase 4 – Expand to the Tech Lovers segment• Sell online• Sell through Sharper Image, Brookstone, etc.
Day 3 Canvas
Active Seekers (1) Sought med
Activities? Customer input, IP filings, beta development, ,
suppliers
Partners? Shoe mfg,
manufacturing
Inherent in our model? Variable material, mfg overhead
Making money & pricing model?$40 mfg’ed, 80 soles, 200 shoes, 400 retail
400 retail
250 retail
Resources? Development partner, seed
funding
TVM Tech
1
3
4 2Get, keep, grow? End-users: PR, branded captivity
Partners: Convince of
unique value for end-users
5
6 7
8
9
Passive Sufferers
(2) UnSought med
Tech Lovers 3) Tech ‘comfort’
• Mitigate hyperhidrosis
•Low effort solution
• Foot comfort• Discreteness
• Cool factor• Foot comfort
• Medical catalogs• Referrals
?
Established partner retail
outlets
Suppliers?Component
mfg.'s, Ventiva
Getting? Technology,
manufacturing
Giving? Differentiation
and price
Day 4 Canvas
Active Seekers (1) Sought med
Activities? Customer input, IP filings, beta development, ,
suppliers
Partners? Shoe mfg,
manufacturing
Inherent in our model? Product development, variable costs,
online retail, kiosks, SG&A
Making money & pricing model?$40 mfg’ed, 80 soles, 200 shoes, 400 retail
400 retail
$250 retail
Resources? Development partner, seed
funding
TVM Tech
1
3
4 2Get, keep, grow? End-users: PR, branded captivity
Partners: Convince of
unique value for end-users
5
6 7
8
9
General Comfort
(2) UnSought med
Tech Lovers 3) Tech ‘comfort’
• Mitigate hyperhidrosis
•Low effort solution
• Foot comfort• Discreteness
• Cool factor• Foot comfort
• Medical catalogs• Referrals
Online Retail, Kiosks
Established partner retail
outlets
Suppliers?Component
mfg.'s, Ventiva
Getting? Technology,
manufacturing
Giving? Differentiation
and price
Jiae.com: Interest based platform for creative minds in ChinaTeam: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
23 Interviews + ??? Surveys2012.04.18 - Day 4
Do we have MVP website ???Online When ???
Jiae.com: Interest based platform for creative minds in ChinaTeam: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
23 Interviews + 410 Surveys2012.04.18 - Day 4
Do we have MVP website Yes!!!Online When Few Hours Before!!!
Survey 1: Top Designer Social Site
China Top SNS site less than 15%
Top Design site (web 1.0) less than 33%
Proved: No Leader in Designer Social site, We have a Chance!
weibo.com
zcool.com
douban.com
chinavisual.com
Tumblr clone ($10M funding) less than 5%diandian.com
other sites Other Design sites less than 9%
blueideas.com
visualunion.com
abbs.com.cn.com
Survey 2: Top Features for Designer Social Site
Top 2: Rich/Fresh Content 44% Proved
Imaged Based
1-Click Reblog
Rich and Fresh Content
Tailored Content
Original Content
Design Content
Jobs and Projects
Portfolio Showcase
Meet Designers
Tips and Resources
Others
Top 3: Image Based 39.4% - Proved
Top 1: Expert Feedback 47% - Proved
Looking for Jobs and Projects is low, Surprised!
Reblog only 9.1% - Surprised
Business Hypothesis
Ecosystem
•Photo based nice and clean SNS platform
•More Traffic •Easy to Share•Statistics Tool
•Platform Management•Customer Acquisition•Expanding Reach
•Platform•Customer Base•Brand
Platform Costs
Customer Acquisition Costs
Marketing and Sales Costs
Advertising, Sponsorships, Deign Services
Click Per Sales , Design Marketplace
•1:1 Customer Support
•China Photo Related sites•China SNS Sites - weibo, renren, qq, douban
•Fashion Bloggers
•Find, organized and share inspiration Ideas effectively
•Find jobs/projects •Showcase portfolios for feedback , big Space
•Target Ad Space•Find Good Designers•Promotion Opportunity•Sales Channels•Design Marketplaces
•Designers
Companies
• Advertising
• Sponsorship
• Design Services
• Click Per Sales
•D-School Ambassador
•1300 Design Schools•Design Message Boards
•Jiae.com
Freemium Free Interest Based SNS Platform
Day 3 Business Canvas for Jiae
•End Users Consumers
•Fashion Medias
•Design School•Government •Design Associations
•Traffic Partners
•Online B2C Partners
•Image based nice and clean SNS platform
•More Traffic •Easy to Share•Statistics Tool
•Platform Management•Customer Acquisition•Expanding Reach
•Platform•Customer Base•Brand
Platform Costs
Customer Acquisition Costs
Marketing and Sales Costs
Advertising, Sponsorships, Deign Services
Click Per Sales , Design Marketplace
•1:1 Customer Support
•China Photo Related sites•China SNS Sites - zcool, weibo, renren, qq, douban
•Fashion Bloggers
•Find, organized and share inspiration Ideas effectively Rich/Fresh Content
•Find jobs/projects Image Based Content
•Showcase portfolios for Expert Feedback big Space
•Target Ad Space•Find Good Designers•Promotion Opportunity•Sales Channels•Design Marketplaces
•Designers
Companies
• Advertising
• Sponsorship
• Design Services
• Click Per Sales
•D-School Ambassador
•1300 Design Schools•Design Message Boards
•Jiae.com
Freemium Free Interest Based SNS Platform
Day 4 Business Canvas for Jiae
•End Users Consumers
•Fashion Medias
•Design School•Government •Design Associations
•Traffic Partners
•Online B2C Partners
FidélEatRestaurant Reservation Loyalty
3 Restaurateur Interviews
20 Consumer Interviews
23 Total
Robert Montrone
EMBA ’12Consultant /TV ProducerABC Television
Jaidev Rao
EMBA ’12Management ConsultingRothstein Kass
Abhishek Sheetal
EMBA ’12Tech Marketing / StrategyLeCroy Corporation
William Cooke
EMBA ’12Strategy & Financial PlanningBlue Sky Solar
Sarah Brown
EMBA ’12ConsultingNeuberger Berman
Dennis Kwon
MBA ’11Engineer / Tech EntrepreneurshipLala.com
Table Compass
Archetypes?People who planPrice consciousFoodies
Key Activities• Platform design and
development • Business
development, partnerships and marketing
• Difficulty making reservations
• Price• End Customers:
Discounted bookings, secured reservations, restaurant comparisons
• Discounted pricing• Restaurant discovery
Key Partners Restaurant owners
Key Suppliers Possibly Open Table
What are we getting from them? Reservation Service Giving them? Restaurant traffic
What are the most important costs inherent in our business model? Fixed Cost: Building the website Variable: Marketing, sales people, advertising
Listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc.
Through which Channels do our Customer Segments want to be reached? • Restaurants: face to
face meetings• End Customers: Word
of mouth marketing, online, direct email
Key Resources• Designers, Engineers• Business
development, Sales• Money
1
3
4 2How will we Get, Keep and Grow Customers? Retention plan: points system, Groupon, promotional item, value add free meal, etc.
5
6 7
8
9
(Pass, Fail, Unclear)
• Medium-low end restaurants
• Medium-high end restaurants that take reservations
. Revenue Management. Working capital. Filling Seats
Day Before
Hypothesis
Restaurants have empty seats
Restaurants will give out discounts
Working Capital is an issue
Test
Survey 4 managers
Survey 4 managers
Survey 4 Managers
Results
High end restaurants do not have empty
seats
N/A
N/A
High End Restaurant Interviews ($100+plate)
Hypothesis
Restaurants have empty seats
Restaurants will give out discounts
Working Capital is an issue
Test
Survey 9 managers
Survey 9 managers
Survey 9 Managers
Results
Very concerned about empty seats
Discount customers visit only once to take advantage of the offer
Yes restaurants are very concerned about
WIP. Unhappy with Opentable
Mid Range Restaurant Interviews ($40+ plate)
Hypothesis
People are willing to prepay for discount an advanced reservation
The prepayment advance booking
discount does not lower the value of the
restaurant
30% discount will make people shift their
decisions around – time/day
Test
Survey 52 people
Survey 52 people
Survey 52 people
Results
75% are willing
17% indicated it would* 8% for under 35 yrs* 26% for over 35 yrs
75% said yes
Diner Interviews
Hypothesis
Finding loyal customers is a
problem for restaurants
Restaurant owners want to build a
relationship / know more about their customers (data)
Restaurant owners willing to offer an expiring credit to loyal customers
Test
Survey 21 restaurants
Survey 21 restaurants
Survey 21 restaurants
Results
Place high value on returning customers
Looking for a system to sync data
with reservations
Restaurants unhappy with “discount” customers
Willing to offer promotions to returning customers
Restaurant Interviews (mid-high end)
Hypothesis
Users would go back to the same restaurant for
an expiring 20-30% loyalty discount
Users eat out 2-3 times per week
Users would not mind that their credit
expires
Test
Survey 20 People
Survey 20 People
Survey 20 People
Results
100% are willing
100%
60% would prefer to have more time to use
the credit
Diner Interviews
Pivot Declaration
Pit of Despair
Table Compass
Younger Trendy
Key Activities• Platform design and
development • Business
development, partnerships and marketing
• Price• Discounted bookings,
secured reservations, restaurant comparisons
• Discounted pricing• Restaurant discovery
Key Partners Restaurant owners
Key Suppliers Possibly Open Table
What are we getting from them? Reservation Service Giving them? Restaurant traffic
What are the most important costs inherent in our business model? Fixed Cost: Building the website Variable: Marketing, sales people, advertising
Options: listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc.
Through which Channels do our Customer Segments want to be reached? • Restaurants: face to
face meetings• End Customers: Word
of mouth marketing, online, direct email
Key Resources• Designers, Engineers• Business
development, Sales• Money
How will we Get, Keep and Grow Customers? Retention plan: points system, Groupon, promotional item, value add free meal, etc.
(Pass, Fail, Unclear)
• Medium-low end restaurants
• Medium-high end restaurants that take reservations
. Revenue Management. Working capital. Filling Seats
Yesterday
FidélEat
Younger TrendyYoung families
• Platform design and development
• Business development
• Partnerships and marketing
PriceDiscounted bookings, secured reservations, restaurant comparisonsDiscounted pricing- Discount rewards for loyalty- Promotional Credits
Key Partners Restaurant owners
Key Suppliers Possibly Open Table
What are we getting from them? Reservation Service Giving them? REPEAT Restaurant traffic
What are the most important costs inherent in our business model? Fixed Cost: Building the website Variable: Marketing, sales people, advertising
Options: listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc. Monthly Subscription Fee, Tiered subscriptions
Through which Channels do our Customer Segments want to be reached? • Restaurants: face to
face meetings• End Customers: Word
of mouth marketing, online, direct email, NY Times
• Designers• Engineers• Business
Development• Sales• Money
How will we Get, Keep and Grow Customers? Retention plan: points system, Groupon, promotional item, value add free meal, etc. Expiring Promotional Credits (EPCs)
(Pass, Fail, Unclear)
- Medium-low end restaurants- Medium-high end restaurants that take reservations
- Revenue Management- Working capitalFilling Seats- Repeat Business- Fill seats during slow periods
Today
Monthly Subscription Fee, Monthly/Quarterly customer data service
13 New (45 Total) Interviews
Thomas Jonathan Melissa Nina Tim Vladimir
Thursday – Day 4
Diagnose your health from anywhere
65
Interviews
Industry Expert
Patient Provider Payer Mfg0
5
10
15
20
25
WednesdayTuesdayMonday
Using an RMVP to Get $$$ Out of Wallet
67
DIAGNOSLY - Today
• Provider engagement
• Device mfg relationships
• R&D• Customer
support
• Convenience of time and place
• Reduced cost for uninsured or high deductible plan subscribers
• Diagnostic and monitoring device OEMs
• Insurance networks
• Independent sales reps
• People (R&D)• Customer acquisition• Regulatory & Liability
• Testing fees (per test/kit)
• Online• Independent
sales reps• Physicians /
Clinics
• Engineers and designers
• Legal/Regulatory Knowledge (IP, FDA, HIPPA, etc)
• Reduced cost and increased quality of software
• Lower costs due to reduced visits, less fraud and consistent, comprehensive data
ConsumersFamilies (primarily subsequent mothers) in the fertility testing, pregnancy, and early childhood phase
Device MakersSmall to medium makers of at-home monitors and diagnostic devices
PayersInsurance, Medicare, Medicaid
ProvidersGeneral Practitioners, Midwives, Nurses, Office Manager, Specialists (Pediatricians, OB/GYNs, vets etc)• Improved patient
outcomes• Earn more money via
focus on higher value procedures
Automated, Optional 24x7 Support
Automated, Optional SDK Support
Indirect, trusted supplier
Livestock ManagersCattle ranchers, horse farmers
Drug DevelopersBig Pharma, Biotechs
68
• 15% Commission
DIAGNOSLY - Today
• Provider engagement
• Device mfg relationships
• R&D• Customer
support• Payer Approval
Process
• Convenience of time and place
• Reduced cost for uninsured or high deductible plan subscribers
• Diagnostic and monitoring device OEMs
• Insurance networks
• Independent sales reps
• Healthcare Professional Staffed Remote Centers
• People (R&D)• Regulatory & Liability• Customer acquisition
• Testing fees (per test/kit)
• Engineers and designers
• Legal/Regulatory Knowledge (IP, FDA, HIPPA, etc)
• Reduced cost and increased quality of software
• Lower costs due to reduced visits, less fraud and consistent, comprehensive data
ConsumersFamilies (primarily subsequent mothers) in the pregnancy and early childhood phase + traveling families
Device MakersSmall/med, at-home monitors and diagnostic devices
PayersInsurance, Medicare, MedicaidProvidersGeneral Practitioners, Midwives, Nurses, Office Manager, Specialists (Pediatricians, OB/GYNs, vets etc)
• Improved patient outcomes
• Earn more money via focus on higher value procedures
Automated, Optional 24x7 Support
Automated, Optional SDK Support
Indirect, trusted supplier
Corporate
• Physician / Clinics• Online
• Independent Sales Reps
• Free Beyond Provider Acquisition• Pay Per Click
$$$
• Testing fees (per test/kit)• Subscription
CONFIDENTIAL 69
Laboratory Testing Services (3rd Party)
• Analysis of raw diagnostic data• Illness and disease detection• DNA analysis• Risk assessment
Diagnosly Ecosystem
Patients
Online Health Services (3rd Party)
• Electronic Health Records (EHR)• Health Service Provider Network• Billing and Insurance• Appointment scheduling• Pharmacy• Virtual appointments
DIAGNOSLY PLATFORM
Cloud & Data Services
Phone, Tablet, and Web
Applications
Admin & Reporting Dashboard:
• Monitoring and diagnostic history• Aggregated lab results• Alerts and reminders• Advanced data analytics• Analysis of treatment efficacy• Personalized health content and
service recommendations
Medical Devices (OEMs)
Primary Physicians
Researchers
Payers
Patient Data Captured:
• Raw data from blood, urine, saliva samples• Raw data from sensors• Symptom descriptions and pictures• Demographic data• Location• Health History
Pharmacy
Remote MD/Nurseline
70
Interviews
• Would like to have a service to generate the script because they could check it with the pharmacist
• I love using technology to better organize our life and I would absolutely pay to use an application that tracked our kids test records, etc.
• Need a partnership with a 3rd party healthcare specialist call center
• Premature babies is $62B annual expense in the US (500k / baby), one opportunity may be monitoring at risk mothers to reduce occurrence
• None of the mothers we spoke to were aware that many of these at home tests existed
• Investigating pregnancy monitoring devices for at risk mothers
SAYING NEW INSIGHTS
DOING CONCLUSIONS
71
Personas
Aurora, 38: trying to start a family
Heather, 36: 3rd time expectant mom
Elena, 32: Mom of premature baby
• 2 Masters (Accounting, Nutrition)
• Stay at home mom (2 kids)• Organic food in fridge• Buys in bulk• Tracks expenses via
spreadsheet• She and son take weekly
asthma tests• High-deductible plan• Loves free apps (photo sharing,
games etc)
• Full-time writer/editor on maternity leave
• Self-described “worrier”• Used iPhone apps during
pregnancy (e.g. ‘til baby, kickcounter)
• Uses Snuza baby movement monitor, and iPhone baby monitor to track baby
• Humidifies and purifies air• Hand sanitizers in every room• Splurges on preemie clothes
• Owns her own PR firm• Trying Pergonal, preparing for
IVF (after Clomid didn’t work)• Tracks basal body temperature
via spreadsheet• Uses an ovulation microscope
and ovulation test strips daily• Uses Woman Calendar,
Ovulator (fertility iPhone apps) • DailyStrength and RESOLVE
member (fertility support groups)
72
• Sees 50 patients/day (mostly checkups, coughs, rashes)
• Lots of panicked phonecalls from new parents
• Talks to 15 patients per day via phone (bills for 60% of these)
• Hates paperwork• Thinking of moving to a cash-
only business• Gets paid for data analysis• Member of doctors-without-
borders
Personas
Dev: Device Developer
Dr. Robbins: Pediatrician
Mike: Payer Account Manager
• Specialist in anemia measurements
• Using open protocols (eg RS232)
• Would love a way to integrate his system with others’
• Frustrated with open source platforms (e.g. SanaMobile) and fragmented apps space
• Not familiar with heart rate monitors, thermometers, etc
• 8 years experience• Working on MPH part-time
(studying telemedicine in developing world)
• Uses HealthConnect to prepare quotes for clients
• Coordinates renewal and open enrollment meetings
• Leads smoking cessation initiative
• Dual Dutch/US citizen
73
Adword Campaign
• Went Live this morning
• Will share results tomorrow
74
At home uterine monitoring for high-risk pregnancies
http://www.ecommunity.com/homehealth/index.aspx?pg=10797http://www.fetalmonitorstrips.com/learn_more.html
75
Today’s Tasks
Request for Class – Connections at insurance companies; preferably involved with payment structures.
Channel- Interviews- Price / Configuration Adwords Analysis
Acquisition Cost / Timeframe- Pay for Click Conversion Adwords Analysis- Flow diagram and time estimates for physician sales and
insurance co approvals
Further Review of Revenue Model- Interviews & Research
jerry sanders Group 14
76
[Social Crowd]An online platform helping local communities to thrive
4/16: 12 interviews (5 Investors; 7 Businesses)4/17: 15 interviews (3 Investors; 12 Businesses)4/18: 3 interviews (3 Community Groups)
Total: 30 interviews
jerry sanders Group 14
77
Yesterday
One-off:- Platform design
Ongoing:- Screening- Marketing- IT maint. & support- New market ID
An online ‘matchmaking’ forum where F&G connect.
- Independent business organizations
- COMMUNITY INTEREST ORGS
- Community funding institutions
- Local business school alumni
- Personal connections
- Local business activists
Value-driven: Most important costs include:- Web platform development- IT management & technical support- Marketing & customer acquisition- Application review costs (experts)
Dual revenue structure:
- Direct contact through website
- Local news & PR channels
- Word of mouth
- Customer d/base- Proprietary
knowledge- Brand copyright- Site skin: look, feel
1
3
4 2- Semi-automated - Local community-
focused
5
6 7
8
9
Finders:Individuals & groups seeking investment opportunities that provide (i) requisite returns and (ii) a direct benefit to a local community.
Grinders:Start-ups and EXISTING locally owned businesses & COMMUNITY GROUPS seeking capital investments of $10K-$2M
Finders: Investment efficiency through a screening process that ensures only the top ideas are posted.
Grinders: Access to small amounts of capital typically hard to acquire through institutional routes.
- Finders Fee (2% of consummated deal value)
- Grinders Fee ($250 application review fee)
jerry sanders Group 14
78Experiments yesterday
[Social Crowd]
Test Activities ResultsGenuine market size Further research to determine the accurate dollar value
attributable to our target marketCONFIRMED & ONGOING
Customers’ willingness to pay Surveys & interviews to determine: Perceived value in CBS Alum review process Value attributed to time-saving component Pricing sweet-spot for fees: F&G
INCONCLUSIVE
Importance of local aspect Surveys & interviews with F&G to determine Research local investment statistics Research industry constituents
CONFIRMED
How to plug (not bridge!) the gap Surveys & interviews to determine LT sustainability of our business model. For instance, the impact of consummating: a good deal: loyalty to us or the contracting party? a bad deal: negative splash-back on us?
INCONCLUSIVE
Interest of Community Groups Surveys & interviews to determine level of interest & involvement (are they partners or customers?)
TO BE TESTED
Diving deeper…
jerry sanders Group 14
79Results yesterday
[Social Crowd]
• Bifurcated investor customer segment:– Direct local beneficiaries (I like the coffee!)– Indirect local beneficiaries (property values)
• Potential additional revenue stream– Share in topline revenue of subject business– Proven model: Bryant Park Corporation
• Community board endorsement– Brand– Helps establish barriers to entry
We’re STILL learning…
jerry sanders Group 14
80
Today
j
One-off:- Platform design
Ongoing:- Screening- Marketing- IT maint. & support- New market ID
An online platform helping local communities to thrive‘matchmaking’ forum where F&G connect.
- Independent business organizations
- Community Groups & Block Associations interest orgs
- Community funding institutions
- Local business school alumni
- Local business activists
- Personal connections
- Government entities
Value-driven: Most important costs include:- Web platform development- IT management & technical support- Marketing & customer acquisition
Dual revenue structure:
- Direct contact through website
- Local news & PR channels
- Word of mouth
- Customer d/base- Proprietary
knowledge- Brand copyright- Site skin: look, feel
1
3
4 2- Semi-automated - Local community-
focused
5
6 7
8
9
FindersInvestors:Individuals & groups seeking investment opportunities to provide a direct or indirect benefit to a local community.
GrindersBusinesses:Existing locally owned businesses seeking capital investments of $10K-$2M
FindersInvestors: Investment efficiency through a screening process that ensures only the top ideas are posted.
GrindersBusinesses: Access to small amounts of capital typically hard to acquire through institutional routes. Giving residents a way to preserve their neighborhood
- Finders Fee (2% of consummated deal value OR top line revenue interest in subject business)
- Grinders Application Fee ($250 application review fee)
jerry sanders Group 14
81A real world example
[Social Crowd]
Transaction mechanics
[Social Crowd]Screen
Betel Bar & Kitchen Existing
investor
[Social Crowd]Web Platform
Commercial Deal
1
2 3
4
5
jerry sanders Group 14
82Experiments today
[Social Crowd]
Test Activities ResultsLong term viability Surveys & interviews to determine LT sustainability of our
business model. For instance, the impact of consummating: a good deal: loyalty to us or the contracting party? a bad deal: negative splash-back on us?
TO BE TESTED
User interface How investors and businesses prefer to interact (privacy etc) TO BE TESTED
Markets Attend a community board meeting to further test the genuine market size/need Streets vs Neighborhoods Street Ambassadors
TO BE TESTED
Diving deeper…
jerry sanders Group 14
83Market Size*
[Social Crowd]
Total Addressable Mkt27,000,000 small businesses in USA
Served Available Mkt954,311 small businesses in NYC (~5% TAM)
Target MktAssume 1/3 are self-funded & 1/3 are funded by conventional (institutional) facilities
*Statistics provided by the US Small Business Administration
27,000,000 954,311 318,104
Number of small businesses
jerry sanders Group 14
84
Neighborhood Ecosystem
Hospital Closed down
West Village FlowerRevenues 30%
Korean owner Doesn’t speak English
Partner Crime Bookstorev Business Trying to cope with events, …
Economic Environment
Do we still help that business?
Need some $ for renovation & upgrade
Souvenir storeRevenues “Need affluent customers”
Record StoreClosing down 20Apr12
Leather bag store Exporting overseas·Needs cash to upgrade façade.· Needs to “modernize”
Economic Environment
Need some $ for renovation & upgrade
Needs “support” to “modernize
Wine Store manager· Lives in the hood· Would invest for goods in return ($50-100)
Rents
New bar opening
City/Local council
Doesn’t enforce
regulations
New bar opening
Katherine· Has $$· Doesn’t have time to invest in the hood.
New bar opening
XHistorical
SocietyYelp
Neighborhood communities Chains/
MNCs
Property owner· Wants stable/increasing property value
Coffee drinker from East Village
Enjoys coming to the hood
Customer behavior
Coffee ShopNeeds a new Espresso machine ($10k)
Apartment above coffee
shop
[Social Crowd]
jerry sanders Group 14
85
Leather bag store
Investor
Resident
Suggests investments via direct mailing, …
New investor
Yelp, ….
Neighborhood communities
Accumulates data on local hood/
business
Business needing $$
Consult??Partner Crime
Bookstore
What “drives” them?
Build database
Screen
$$
$$ and/or profit sharing
“Social Crowd”
Existinginvestor
Other Key Partners?
Client database
Reach out to investors
?
Suggest investments?
“Social Crowd”
Reach out to talk about store/ Auto-creation
Inform
Web Platform
[Social Crowd]
MOBILE MARKETINGMarketing campaigns designed for delivery to cell phones, smart phones and other media devices.
Team members: Alex Goncharuk Jorge Melgar Hasan Shahid Broor Spahr van der Hoek
Interviews: 2 (21) Restaurants, (16) Customers2 Medical, 2 Telecom, 1 Channel partner
Customer Discovery
Phase 1Phase 2
Phase 3 Phase 4
State HypothesesRestaurants have a marketing problemCustomers don’t like to receive random mobile marketing (i.e. SMS, email)
RestaurantsCustomers
Test the Problem2 interviews with owners14 interviews with customers
Test the SolutionWeb-based mobile marketing toolApp that allows them to choose what they receive
Verify or PivotPivotVerified
Restaurant’s Ecosystem
- Suppliers- Landlords- Personnel
- Owners- Legal
- Guide: diners rate quality of restaurants, Zagat charges for content
- Online reviewers : receive feedback from customers and sell advertisement to restaurants
- Online reservation system: restaurants pay monthly fee for terminal and $1 per reservation
- Discounters: sell highly discounted products to end users
- Social Media: restaurants advertise directly through this media
Restaurant SegmentsFine dining - Always full- Dedicated marketer
Midlevel prime location- Generally full- Part-time marketer
Midlevel neighborhood
Low restaurants - No budget
Margin17%
Labor39%
Food25%
Others9%
Rent 10%
- Income subject to weekly and monthly seasonality
- Dependent on loyal customers sales
- Low margins don’t allow high discounts
- Mixed results from digital marketing- Fear of implementing new
technologies
Customer SegmentsAge 20-25- Price, location, quality- Website
Age 26-35- Quality, decor- Zagat, word of mouth
Age 35-45- Quality- Zagat
Age 45+- Quality, clean- Known restaurants
- Interest in receiving opt-in mobile marketing information
- Location based restaurant info
- Initial interest in getting an app that gives the quality, price and promotions
Market Size
US 600,000
Mid Level8,700
- Mid level restaurant digital marketing budget ~ $750-$1,000 per month
- Assuming a 30% market share and a fixed monthly fee of $500 annual revenue is $15.7M
- Additional analysis is needed on variable revenue generation methods
Mobile Marketing Day 1
Most important customers?
Small businesses(or Telecoms,
marketing agencies?)
What are their archetypes?
Companies that would want to use mobile marketing
servicesJob they want us
to get done?Deliver msg to end-customer through
platform
Key Activities do we require?
Software development, data
analysis
Problems solved:- Allow customers to develop and execute mobile marketing campaigns (based on interactive access with end users)
Needs satisfied:- Efficient low-cost communication with end consumers
Key features?- Simple standardized Web-based software tool allowing use of SMS, QR codes and NFC
Who are our Key Partners? Telecoms
Who are our key suppliers?
Telecoms, search engines
What are we getting from them? Giving
them?Phone numbers/
short code, advertising
Important costs? Fixed? Variable?Software (technology) development, (fixed)
marketing/sales (variable)
Subscription fee, campaign fee and performance-based fee?
Which Channels? Online (trade fairs?)
What Key Resources we
require?People, IT
infrastructure (data center)
1
3
4 2Get/keep/Grow
Customers?Low-cost platform that is effective and quickly
shows results (switching costs for
telecoms and marketing)
5
6 7
8
9
Mobile Marketing Day 2
Restaurants want to minimize the dependency on discounters
Restaurant want to run local marketing campaign ( 2 mins breakfast , cheap bagel after 11am, …)
Key Activities do we require?
Marketing Campaign
templates, Software development,
relationship building
- Restaurants to reduce sales fluctuations
- Restaurants to engage customers
Who are our Key Partners?
Online advertisement
Who are our key suppliers?
Telecoms, search engines
What are we getting from them? Giving
them?Message delivery
services
Important costs? Fixed? Variable?Software (technology) development, (fixed)
marketing/sales (variable)
Fee per marketing campaign, monthly subscription fee
Which Channels? Online
What Key Resources we
require?People, IT
infrastructure (data center)
1
3
4 2Get/keep/Grow
Customers?
- Low-cost platform- Marketing Campaign
Templates
5
6 7
8
9
- Cheap and an effective way of reaching the customers
- Reaching local customer (location based)
Mobile Marketing Day 3
Restaurants want to minimize the dependency on discountersRestaurant want to run local marketing campaign ( 2 mins breakfast , cheap bagel after 11am, …)
- Mid pricing level restaurants in neighborhood areas
Key Activities do we require?
Marketing Campaign templates, Software
development, relationship building
- Restaurants to reduce sales fluctuations
- Restaurants to engage customers
- Cheap and an effective way of reaching the customers
- Reaching local customer (location based)
- Increase customers without affecting existing sales
Who are our Key Partners?
Online advertisement
review webpagesrestaurants
Who are our key suppliers?
Telecoms, search engines
What are we getting from them? Giving
them?Message delivery
services Quality information
Important costs? Fixed? Variable?Software (technology) development, (fixed)
marketing/sales (variable)
Fee per marketing campaign, monthly subscription fee Fee based on effectiveness
Which Channels? Online, app, loyalty
programs
What Key Resources we
require?People, IT
infrastructure (data center)
1
3
4 2Get/keep/Grow
Customers?- Low-cost platform
- Marketing Campaign Templates
5
6 7
8
9
- Filter incoming “discount” info
- Receive restaurant information (price, quality) if you are in an unknown place
- People between 30-45 years
- People in an unknown area
Free
Mobile Marketing Day 4A (Restaurants)
- Mid priced level restaurants
Build and Support marketing Campaign templates
Website and Mobile App development
Relationship building
- Increased profit
- Increased customer loyalty- Restaurants databases
- Online advertisement- Review websites- Restaurants
- search engines
Important costs? Fixed? Variable?Software (technology) development, (fixed)
marketing/sales (variable)
Campaign fee, Subscription
- Piggy back on loyalty program- Restaurant databases websites
People, IT infrastructure,
Telecom Infrastructure,Marketing Strategies
for Restaurants
1
3
4 2- Provide cheaper alternative
to discounter websites- Customizable marketing
program
5
6 7
8
9
- Filtered promotion information
- Local and timely promotions
- Age group 30-45 years- Travellers
Free
- Filtered access to local deals
- App store- visited restaurants
Mobile Marketing Day 4B ( TELECOM AND MARKETING AGENCIES)
Telecoms, marketing agencies
Software development, data
analysis - Infrastructure to execute marketing campaigns
- Efficient low-cost communication with end consumers
- Multi-channels access to the potential customer
Telecoms, search engines
Software (technology) development, marketing/sales (variable) Subscription fee, per customer royalty
Direct sales, online advertisementPeople,
IT infrastructure
1
3
4 2Low-cost platform,
increasing number of standard marketing
campaigns
5
6 7
8
9
An online platform that connects procurement consortiums with suppliers
Interviews:18 on Day 364 Total
Ravi PingliArez MardoukhiGopi Sukhavasi
Kevin Woolley
Key Partners• Hotel and
restaurant associations
• Independent research services
Key Activities• Develop
online platform
• Continuous buyer and supplier development
Value PropositionsBuyers• Find best
suppliers for procurement consortiums
• Facilitate transparency and ease of use
Suppliers• Increased
visibility to potential customers
Channels• Outside
salesforce
Customer Relationships• Regular
customer contact
Customer Segments• Local/
independent restaurants (no chains)
• Local/ independent hotels (no chains)
• Food, tabletop, and bed linen suppliers
Cost Structure• Fixed: Software development/maintenance • Variable: Marketing/sales
Revenue• Annual subscription contract for both buyers
and suppliers (~0.5% of consortium revenue)• Buyers/suppliers charged to submit/respond to
proposals
Key Resources• Software
development team
• Marketing resources
Business Model Canvas: Day 3
Key Partners• Hotel and
restaurant associations
• Independent research services
Key Activities• Develop
online platform
• Continuous buyer and supplier development
Value PropositionsBuyers• Lower costs• Increase
options and negotiating position
Suppliers• Increased
visibility to customers
• Increase sales price
Channels• Outside
salesforce
Customer Relationships• Regular
customer contact
Customer Segments• Local/
independent restaurants (no chains)
• Local/ independent hotels (no chains)
• Food and tabletop and bed linen suppliers
Cost Structure• Fixed: Software development/maintenance • Variable: Marketing/sales
Revenue• 3% commission on sales paid by supplier• Annual subscription contract for both buyers
and suppliers (~0.5% of consortium revenue)
Key Resources• Software
development team
• Marketing resources
Business Model Canvas: Day 4
Business Hypotheses
Hypothesis 1
• Local restaurant suppliers provide bulk discounts
• Test
• Interviewing 4 major supplier executives
•Obtained price versus quantity data by visiting supplier showrooms
Hypothesis 2
• Local restaurants require material cost reductions to join YSN
Test
• Interviews with local restaurants about types of supplies
Result
• Accepted but inconsistent between different suppliers
Result
• Different senstivities shown across different categories of supplies
Hypothesis 3
• Local restaurant suppliers pay subscription fee to YSN
Test
• Interviews with suppliers
Result
• Rejected. Local restaurant suppliers pay commission to YSN
Glassware manufacturer
YSN- Consortium lists aggregated
orders on website- Suppliers place bids on
orders- Restaurants pay reduced
markup- Glassware supplier pays
YSN 3% sales commission
Third party sales company or independent sales rep- Sells through catalogs- Local restaurant gets
a 50-10 discount- Sales company buys
from supplier on a 50-50 discount level
- Sales company gets 10-14% commission on sales
Local restaurantRestaurant consortium
Ecosystem
Showrooms- Buyers pay up to 15%
discount on mixed bulk orders depending on category
Early adopters
• Prepare demo, present contract, and begin building supply network
• Selling at least one case of glassware to one of the interviewed restaurants by tomorrow
Next steps
• Master Chef Warehouseo Offering 3% commission on sales through YSNo Conditional on seeing the demo by Saturday 9AM
• MCICo Offering 3% commission on sales through YSNo No conditions on offer
• Lucaris USAo Pending today
Customer Contacts Yesterday: 22 traveler groups in person / 33 online survey responsesCustomer Contacts To Date: 53 in person / 33 online / 75 Adwords clicks / 51,000 online impressionsPurchases To Date: 7 Repeat Customers: 1
Scott Greco
Ari Harkov
Alex Morrison
Sarah Shenton
Francois Viargues
MichaelBurke
How: Sell itinerary for $9.99, pay local 10%, keep 90% gross margin.
Mass Distributors – Content Purchasers
Locals - Content Providers
1. Itinerary collection & updates
2. Marketing / PR
3. Customer service – locals & travelersSuppliers: local
trendsetters, work in hospitality, younger/creative, bloggers, active parents
Get itineraries: $$ for sales as well as exposure (blog, video)
Fixed costs: upfront development of site and app
Variable costs: talent/people, marketing/advertising, compensation of locals, product iterations
How: Sell itinerary for $9.99, pay local 20%, keep 80% gross margin.
• Craigslist• Social media• Local blogs
1. Web developers2. Marketing/PR team3. Local expert outreach4. Sales force (low end,
in person)
1
3
2
5
6 7
8
9
Version 3 – EOD April 17th 2012
Mass Distributors – Content Purchasers
Bakamba helps tourists have richer, more authentic travel experiences by tapping into the knowledge of locals Save time planning See the “Real” City Filter based on interests Everything in one place
Get: PR, digital WOM, SEO, SEM, consumer promotions
Keep/ Grow: great customer service, expand cities, improve partner offerings
4
Unique platform for locals experts to share and monetize their local knowledge
Revenue sharing & relationship marketing
• Search (SEO/SEM)• Social media• Travel blogs / sites
Tourists – Content Purchasers
Potential idea: Provide recommendations and info to concierges
People want flexibility and dynamic itineraries with options
The proper price point for our product is $9.99
People will find our website easy to use and aesthetically pleasing
WTP increased significantly when presented with MVPs with options
Still inconclusive. Seem to be three segments: Free, $4.99, and
$9.99. Need more data.
Aesthetically pleasing? Yes. Easy to use? Not at all. Oops. People found the site confusing, difficult to navigate, and were unsure of
service for sale
Hypothesis Result
1
2
3
We are solving a clear and deep-seated problem with travel
planning.
People would rather pay $5-10 and get unbiased recommendations
Yes for our personal networks; NO for the 50 or so travelers we’ve spoken to in person this week
Two segments – some absolutely would and others don’t care and want deals/sponsorship to make
itineraries free to them
Hypothesis Result
Foreign travelers would not want this tool if they do not have data
service
Foreign travelers are interested if given printable and/or
iPad/mobile offline options
How: Sell itinerary for $9.99, pay local 10%, keep 90% gross margin.
Mass Distributors – Content Purchasers
Locals - Content Providers
1. Itinerary collection & updates
2. Marketing / PR
3. Customer service – locals & travelersSuppliers: local
trendsetters, work in hospitality, younger/creative, bloggers, active parents
Get itineraries: $$ for sales as well as exposure (blog, video)
Fixed costs: upfront development of site and app
Variable costs: talent/people, marketing/advertising, compensation of locals, product iterations, printing/binding
How: Sell itinerary for $9.99, pay local 20%, keep 80% gross margin.
Tests: can we get locals to contribute without the promise of payment for sales? Get one for free if you create one for your own city? Pay to post? Break up itineraries into sections by
different locals?
• Craigslist• Social media• Local blogs
1. Web developers2. Marketing/PR team3. Local expert outreach4. Sales force (low end,
in person)
1
3
2
5
6 7
8
9
Version 4 – EOD April 18th 2012
Mass Distributors – Content Purchasers
Bakamba helps tourists have richer, more authentic travel experiences by tapping into the knowledge of locals Save time planning See the “Real” City Filter based on
interests/location/authors Budget advice / Flexibility needed
Get: PR, digital WOM, SEO, SEM, consumer promotions, authors as sales force?
Keep/ Grow: great customer service, expand cities, improve partner offerings
4
Unique platform for locals experts to share and monetize their local knowledge
Revenue sharing & relationship marketing
• Search (SEO/SEM)• Social media• Travel blogs / sites• Authors as sales force
Tourists – Content Purchasers
Potential idea: Provide recommendations and info to concierges
Year to Date Revenue = $0.07
Next Steps – Continue gathering feedback from +/-20 or so travelers we’ve emailed
MVP site access– Test revamp of revenue model: locals pay to post, locals post without
promise of payment, or traveler can either pay $9.99 OR get itinerary for free if they create one for their own city
– Continue to investigate WTP, particularly with flexibility options– Investigate online survey feedback and correlations– Review and start testing/implementing improvement suggestions for
MVP site– Test more onus on local author to enhance product – Explore additional partnership channels– Explore the possibility of providing offers or deals within itineraries
TEAM FACTABASE
Comprehensive Business Statistics on Developing Economies
Day 4: 14 Interviews
Mary Leong, Alexis Farfaro, Calin Bota, Prosasty Chaudhuri, Bader AlKahtani
OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTS FURTHER
Value Proposition
Hypothesis Experiment Finding
Interview Customers are ready to buy this. They were interested in the benefits of Factabase that we did not highlight like Unique access, Official sources and Cost effectiveness
“We can’t wait to have this” – Head of Research McKinsey
“This is something that is very unique we really need this” – 6 senior researchers and 1 emerging markets specialist Goldman Sachs
• More statistics on emerging markets than anyone else
• Convenient access
Customer Segments
Revenue Streams
Interview• Frequent• Non-frequent
Consultants and investment banks are a key segment
Universities and market research are interested but should not be a priority area for us
Individuals and Entrepreneurs are interested
• Subscription• Per Table Sale
Interview Consultancies and investment banks like a pay as you go offering
Individuals and entrepreneurs like more convenient ways to buy like per table
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
Access to the most comprehensive and Detailed (hundreds of sources per country) database of curated industry statistics on developing markets.(Majority of which are not indexed on search engines & hidden on authority servers)
Convenience in access through Advanced Search; Export and Visualization options; Clear sourcing and real-time updates.
Companies and individuals with a need for detailed public statistics on Emerging Markets.
• Frequent - Consultancies - Universities
• Non-Frequent- Professionals- Entrepreneurs- Students/
Professors
• API access (special datasets)
• Automated Services
• Subscription model (comprehensive or sector/country specific)
• Per-table sale option
• API $xx per call
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 3
• Direct Sales
• Online Sales
Pay as you go
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
Unique access to valuable official statistics on developing economies in a Convenient, Reliable and Cost effective way
Companies and individuals with a need for detailed public statistics on Emerging Markets.
• Frequent - Consultancies - Universities
• Non-Frequent- Professionals- Entrepreneurs- Students/
Professors
• API access (special datasets)
• Automated Services
• Subscription model (comprehensive or sector/country specific)
• Per-table sale option
• API $xx per call
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 4
• Direct Sales
• Online Sales
Pay as you go
VISUALIZING THE VALUE PROPOSITION
May, 06 April, 07 May, 07Last month Last year Group & Sub-group
456 492 496 0.81 8.77I FOOD, BEVERAGES & TOBACCO
447 473 471 -0.42 5.37 a. Cereals
566 607 607 0 7.24 b. Pulses
295 345 348 0.87 17.97 c. Oils & Fats
520 581 587 1.03 12.88 d. Meat, Fish etc.
396 433 435 0.46 9.85 e. Milk & Milk Products
501 580 584 0.69 16.57 f. Condiment, Spices etc.
467 493 520 5.48 11.35 g. Vegetables
390 479 475 -0.84 21.79 h. Fruits
398 321 309 -3.74 -22.36 i. Sugar, Honey etc.
485 517 520 0.58 7.22 j. Non-alc Beverages
582 623 626 0.48 7.56 k. Prep. Meals etc.
683 745 768 3.09 12.45l. Pan, Supari, Tobacco etc.
538 579 581 0.35 7.99 II FUEL & LIGHT
501 529 529 0 5.59 III HOUSING
423 438 439 0.23 3.78IV CLOTHING, BEDDING & FOOT-WEAR etc.
415 429 430 0.23 3.61 a. Clothing & Bedding
478 500 501 0.2 4.81 b. Foot-wear
479 500 501 0.2 4.59 V MISCELLANEOUS
497 516 518 0.39 4.23 a. Medical care
369 395 396 0.25 7.32 b. Education
400 422 423 0.24 5.75c. Recreation & Amusement
667 685 686 0.15 2.85d. Transport & Communicaton
375 394 395 0.25 5.33 e. Personal Care & Effect
413 437 440 0.69 6.54 f. Household Requisites
567 590 592 0.34 4.41 g. Others
471 501 503 0.4 6.79 General Index
Group/Sub-group wise percentage change in All-India index from last month and last yearBase:- 1984-85=100
جدول 50-5
ـوع الن خصوصي أجرة نقل حافلة دراجةنارية آليات المجموع Kind
المنطقة Private Taxi Truck Bus Motor-Cycle Vehicles Total Region
102654 3934 35361 1896 1003 1259 146107
90540 3491 25841 3116 1811 637 125436
12582 65 6481 522 30 5 19685
63913 371 19777 2023 94 413 86591
7838 8 7670 167 30 5 19685
4400 14 1590 87 2 10 6103
6547 0 1102 126 0 0 78118442 2 6029 125 6 48 146521234 3 1113 52 1 1 24042759 4 1924 7 8 5 4707
2464 0 1424 161 20 0 40694092 75 2105 92 20 14 63981102 3 812 20 1 0 1938
308567 7970 111229 8394 3026 2397 439588
الخدماتاإلجتماعية Social Service
المنصرفمنلوحاتالمركباتبالمملكةموزعةحسبنوعاللوحةوالمنطقةلعام 1425ـهCar Plates Issued in the Kingdom By Type : 1425 A.H.
Table 5-50
الرياض Riyadh
مكةالمكرمة Makkah
المدينةالمنورة Madinah
الشرقية Eastern
القصيم Al-Qaseem
تبوك Tabouk
حائل Hailعسير Assir
الحدودالشمالية Northern Boarder
نجران Najran
الجوف * Al-Jouf
جازان Jazan
منعام 1414هـ . Y . .Included Qurayatas From 1414 A.H * * تشملالقرياتإعتبارا
الباحة Al-Baha
المجموع Total
المصدر : وزارةالداخلية - اإلدارةالعامةللمرور . Source : Ministry of Interior- General Directorate of Traff ic .
Ζ ϧήΘϧϻΔϣΪ ΧϞϴόϔΗΎϬϴϓϢΗϲ Θϟ ϞϣΎόϤϟΩΪ ϋ
ϞϣΎόϤϟΩΪ ϋ
ΓΰϫΎΟ ϞϴόϔΘϠϟ Ϟόϔϣ
ϊ ϗϮϤϟ ϡΎόϟ
6 3 ήτη Ώϼρ
ϡΎϋ1427ϫ˰ 2 2 ήτη Ε ΎΒϟΎρ
5 0 ϰ ϨΒϣ ϊ ϤΘΠϤϟΔϴϠϛ
0 0 ϰ ϨΒϣ ΔϳέΩϹϭΔϴϟΎϤϟϡϮϠόϟΔϴϠϛ
0 2 ήτη Ώϼρ
ϡΎϋ1428ϫ˰ 0 0 ήτη Ε ΎΒϟΎρ
4 0 ϰ ϨΒϣ ϊ ϤΘΠϤϟΔϴϠϛ
0 0 ϰ ϨΒϣ ΔϳέΩϹϭΔϴϟΎϤϟϡϮϠόϟΔϴϠϛ
0 3 ήτη Ώϼρ
Ϧϣ1/1-30/6/1429ϩ
0 2 Ε ΎΒϟΎρήτη
0 0 ϰ ϨΒϣ ϊ ϤΘΠϤϟΔϴϠϛ
0 0 ϰ ϨΒϣ ΔϳέΩϹϭΔϴϟΎϤϟϡϮϠόϟΔϴϠϛ
0 0 Ε ΎϴϠϛ Ε ΎϨΒϟ
19 12 ωϮϤΠϤϟ
FACTABASE
Coverage of Competition
CollectionReformatting,
Normalizing and Preparing
Categorization Distribution
1 2 3 4
Quality check
OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTS FURTHER
Value Proposition
Hypothesis Experiment Finding
Interview Customers are ready to buy this. They were interested in the benefits of Factabase that we did not highlight like Unique access, Official sources and Cost effectiveness
“We can’t wait to have this” – Head of Research McKinsey
“This is something that is very unique we really need this” – 6 senior researchers and 1 emerging markets specialist Goldman Sachs
• More statistics on emerging markets than anyone else
• Convenient access
Customer Segments
Revenue Streams
Interview• Frequent• Non-frequent
Consultants and investment banks are a key segment
Universities and market research are interested but should not be a priority area for us
Professionals and Entrepreneurs are interested
• Subscription• Per Table Sale
Interview Consultancies and investment banks like a pay as you go offering
Individuals and entrepreneurs like more convenient ways to buy like per table
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
Access to the most comprehensive and Detailed (hundreds of sources per country) database of curated industry statistics on developing markets.(Majority of which are not indexed on search engines & hidden on authority servers)
Convenience in access through Advanced Search; Export and Visualization options; Clear sourcing and real-time updates.
Companies and individuals with a need for detailed public statistics on Emerging Markets.
• Frequent - Consultancies - Universities
• Non-Frequent- Professionals- Entrepreneurs- Students/
Professors
• API access (special datasets)
• Automated Services
• Subscription model (comprehensive or sector/country specific)
• Per-table sale option
• API $xx per call
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 2
• Direct Sales
• Online Sales
Pay as you go
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
Access to the most comprehensive and Detailed (hundreds of sources per country) database of curated industry statistics on developing markets.(Majority of which are not indexed on search engines & hidden on authority servers)
Convenience in access through Advanced Search; Export and Visualization options; Clear sourcing and real-time updates.
• Management Consultancies And Investment Banks
• Market Research Firms
• Educational Institutes
• Professionals/Entrepreneur
• Automated Services
• Subscription model (comprehensive or sector/country specific)
• Per-table sale option
• API $xx per call
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 2
• Direct Sales
• Online Sales
Pay as you go
TYPICAL CUSTOMER JOURNEY AT GOLDMAN SACHS
Interested in a deal in the retail industry in the country Azerbaijan
Research Request sent to research team on:- Number of hospitals by type in Azerbaijan- Number of patients by illness in Azerbaijan- Number of beds in each hospital in
Azerbaijan- The same data on other nearby countries to
compare
Premium Database
Going the extra mile• 50 phone calls• 40 hours Web
search• 50 hours of data
entry• $$$ and time spent
FACTABASE
NO RESULTS
5% of results
10% of results
10% of results
100% of results
OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTS FURTHER
Value Proposition
Hypothesis Experiment Finding
Interview Customers are ready to buy this. They were interested in the benefits of Factabase that we did not highlight like Unique access, Official sources and Cost effectiveness
“We can’t wait to have this” – Head of Research McKinsey
“This is something that is very unique we really need this” – 6 senior researchers and 1 emerging markets specialist Goldman Sachs
• More statistics on emerging markets than anyone else
• Convenient access
Customer Segments
Revenue Streams
Interview• Frequent• Non-frequent
Consultants and investment banks are a key segment
Universities and market research are interested but should not be a priority area for us
Individuals and Entrepreneurs are interested
• Subscription• Per Table Sale
Interview Consultancies and investment banks like a pay as you go offering
Professionals and entrepreneurs like more convenient ways to buy like per table
OUR REVENUE STREAMS AT DAY 3
Co
mp
reh
en
siv
eS
ec
tor
Sp
ec
ific
Co
ve
rag
e N
ee
de
d
FrequentLess Frequent
Frequency of Need
Entrepreneurs and Independent Researchers
Full Access Subscri-ption Based ServicePer Table Charge
Per Table ChargeSector based Subscri-ption Service
Consultancies
Universities
Financial Services Firms
Market Research Firms
Co
mp
reh
en
siv
eS
ec
tor
Sp
ec
ific
Co
ve
rag
e N
ee
de
d
FrequentLess Frequent
Frequency of Need
Entrepreneurs and Independent Researchers
Full Access Subscri-ption Based ServicePer Table Charge
Per Table ChargeSector based Subscri-ption Service
Consultancies
Universities
Financial Services Firms
Market Research Firms
OUR REVENUE STREAMS AT DAY 4
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
Access to the most comprehensive and Detailed (hundreds of sources per country) database of curated industry statistics on developing markets.(Majority of which are not indexed on search engines & hidden on authority servers)
Convenience in access through Advanced Search; Export and Visualization options; Clear sourcing and real-time updates.
Management/Strategy Consultancies
Financial Services
Market Research Firms
Educational Institutes
Individual/Entrepreneur
• Automated Services
• Subscription model (comprehensive or sector/country specific)
• Per-table sale option
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 2
• Direct Sales
• Online Sales
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
Access to the most comprehensive and Detailed (hundreds of sources per country) database of curated industry statistics on developing markets.(Majority of which are not indexed on search engines & hidden on authority servers)
Convenience in access through Advanced Search; Export and Visualization options; Clear sourcing and real-time updates.
Management/Strategy Consultancies
Financial Services
Market Research Firms
Educational Institutes
Individual/Entrepreneur
• Automated Services
• Subscription model (comprehensive or sector/country specific)
• Per-table sale option (with pay as you go option for large accounts)
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 2
• Direct Sales
• Online Sales
What are the most important costs inherent in our business model? Fixed? Variable?
1
3
4 2
5
6 7
8
9
• Automated Services
Per-table sale option (with pay as you go option for large accounts)
• National Statistics Offices
• Public Authorities
• International Organizations
• Companies that publish public statistics
• Collecting and preparing the statistical tables
• Development of automation software and webapps
• Customer acquisition and management
• Software/Web developers
• Research analysts• Data entry people• HR and admin• Business
Development• IT Infrastructure
• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)
OUR BUSINESS MODEL CANVAS AT THE END OF DAY 4
• Direct Sales
• Online Sales
• Management Consultancies And Investment Banks
• Market Research Firms
• Educational Institutes
• Individual/Entrepreneur
Unique access to valuable official statistics on developing economies in a Convenient, Reliable and Cost effective way
Factabase
Day 4
Jyotsna
Gianluigi
Kerli Brian Dimitar
Camilla
Your Groceries… in the 21st Century
136 interviews
Hypotheses / Results – Day 3
Inventory tool enhanced with recipes and dietary info
Small retailers are good partner for sales fullfilment
• Small mom & pop shops are fearful / busy growing physical sales
• Mid-sized are already present online somehow: “talk to head office”
• 86% would use the eFood app
• 70% WTP, 35% >$1.99
Survey to validate day 2 results
Retail interviews (8)
Key Insights: We validated the concept Sales delivery partners are NOT small
retailers
Customers willing to scan / record inventory
• 48% would scan/ input manually
Survey
App would convert users to online shopping
• Survey indicates 43% increase
Survey
• eFood makes connections that don’t currently exist
• Recipe / shopping apps and online shopping apps exist but are not married together nor with inventory management
20 research
Value Proposition
For the Consumer
We save you TIME by helping you TRACK, DECIDE ON and BUY groceries
For the Business Partners
We generate SALES to your store
We deliver effective ADS at the point of purchase decision
eFood Value Prop and Revenue Generation Model
Track
Discover
Educate & Communicate
What I have
What I don’t have
Recipes
Required Ingredients
SUGGEST
DECIDE
PURCHASE
SHAREHealthy Eating InfoShare recipes with friends
Display Ads
Recommendations
Commission on online order or store purchase
Display Ads
Functionality Output User Benefit Revenue Opportunity
BuyOnline order
In-store purchase
Web portalSmartphone
App
CONSUMER’S
Kitchen
eFood Platform
Online InventoryMultiple devices sync
Recipes
Healthy Eating
Nutritional Info
Tablet App
Social Networks
Online stores
eFood Ecosystem
ADVERTISERS
CONTENT FULLFILLMENT
DELIVERY
Physical Stores
OR
OrdersSearch &
Recommendation
CONTENT MONEY GOODS
Five things to know about online grocery shopping:
Consumers love online grocery shopping, but it takes time getting used to. You can simply the process by improving the online experience with navigation, search, online help and porting over shopping lists. Deliver a better time-saving experience and consumers will hang on. Online baskets are different than offline baskets. The average transaction size is much larger for food and beverages ($80 online / $30 offline) and health and beauty purchase ($30 online / $10 offline). And online shopping offers a greater mix of pack sizes and categories. Consumer perceptions and purchase behaviors are affected in important ways. The interactions with the online ‘store’ environment are fundamentally different than an in-store experience. The online experience is fueled by a needs-driven experience as a greater variety of options are made available on screen. Online shopping “levels the playing field”. Big brand ‘physical’ advantages do not translate online. With universal distribution and search functionality an inherent bias toward niche players is created. Ultimately, price transparency, connectivity and open content favor a purely ‘rational’ market. Large and small brands can win online by combining marketing savvy with digital capabilities to add value. With interactive websites, smartphone applications and social media connections, expanding your brands in new and innovative directions is virtually limitless.
Five things to know about online grocery shopping:
Consumers love online grocery shopping, bu
t it takes time getting used to. You can simply the process by improving the online experience with navigation, search, online
help Deliver a better time-saving experience and consumers will hang on
Online baskets are different than offline baskets. The average transaction size is much larger for food and
beverages ($80 online / $30 offline) and health and beauty purchase ($30 online / $10 offline). And online shopping offers a greater mix of pack sizes and categories.
The online experience is fueled by a needs-driven experience
Big brand ‘physical’ advantages do not translate online Large and small brands can win online by combining marketing savvy with digital capabilities to add value
Expanding your brands in new and innovative directions is virtually limitless
Top line survey results
Would you use smartphone/scanner / manually input your products?
Dou you shop online for grocery goods?
Would you pay and how much for grocery app?
• Automated services• Dedicated manager
• Online and Offline End-users:
• - Family busy mums / working fulltime
• - Higher and medium income
• - Willing to pay for convenience (headspace)
• People who cook at home and buy at least something online
• Platform development & management
• Platform promotion
Marketing & sales tool:• new customers• Increase revenues• information on
consumption behaviour
• Increased loyalty
• Grocery Distributors to stores / horeca sector
• Apple / Android Platforms
• Delivery company (fresh direct)
• Content providers (recipes)
• BeVinco• Quantified self
• Platform management and development• Customer acquisition costs• Cost for service premium users • transaction fees on online purchases
(from supermarkets) • add revenues
• Direct sales force
• Platform • Customer base• Software developers• Partners relationship
managers• Content development
and management
1
3
2
5
67
8
9
• Save - time - money• Value added - Diet advisory management - Recipes • Home cooking
service
4
• Grocery Retailers • Distributors (Food)
• Basic app is for free• Selling smartphone apps and extra services -
freemium • Selling hardware (scanning devices)
• On-line retailers• myvirtualpantry.co
m• Smartphone apps• web sales• Household
appliance store for scanners (Premium users)
• Automated and targeted mass customization based on past consumption patterns &, reccomendation analyses
End user
FMCG retailers
Multi-sided platforms
DAY 3HoReCa
Automated Service (Smartphone App and Website)
• Time Conscious• Tech Friendly• Cook at homeNB. Trackers (Early evangelists)
• Platform development & management
• Platform promotion
Generate Sales, expand retailers customer base and avg. shopping basket
• Retailers (Physical & Online)
• Apple / Android Platforms
• Content providers (Recipes etc.)
• Platform management and development• Customer acquisition costs• Cost for service premium users Sales commissions on retail orders
• Software developers• Partners relationship
managers• Content management
1
3
2
5
67
8
9
• Save time & effort by Tracking, Deciding on & Buying Groceries
• Eat Better
4
Physical Retailers Online Retailers
• Two tier Smartphone App pricing : Lite = Free, Pro = $1.99 (Limited time free promo)
• Selling hardware (scanning devices)
Direct App Store
In –person dedicated (Relationship Manager)
Consumers
DAY 4Advertisers
In-person dedicated(Ad sales)
Indirect Partner StoresDirect Advertisers
Deliver targeted Advertising
Display ads, recommendations
MULTI-SIDED PLATFORM
Advertiser
Retailers
eFood user experience