I'd suggest introductory presentation


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  • Admin licenses not ‘create Huddles’
  • Admin licenses not ‘create Huddles’
  • Admin licenses not ‘create Huddles’
  • I'd suggest introductory presentation

    1. 1. Introductory Presentation<br />March, 2011<br />
    2. 2. Background<br /><ul><li>The Truth</li></ul>Employees’ good ideas will help businesses grow<br />Recognising and retaining people who create and identify opportunities gives a competitive advantage<br />Employees want to know that their voice is heard<br /><ul><li>The Problem</li></ul>Time is wasted on ideas that never come to fruition<br />Long lead time (often open ended) between idea and implementation…..even a good idea has no value until implemented<br />Tracking ideas’ origin is rarely definitive<br />Tracking the managers that identify potential is of equal importance and difficulty<br />Employees can be discouraged from putting ideas forward<br />Existing solutions are convoluted and expensive<br /><ul><li>The Solution</li></ul>Simple input<br />Centralised system <br />Quick, clear, relevant feedback<br />Decision tracking<br />Clear and customisable analysis<br />Harness the innovation power of your employees<br />Tied to reward and recognition<br />2<br />
    3. 3. Simon Hill – Co-founder & Managing Director<br /><ul><li>Over 10 years of online service industry experience and comprehensive knowledge of sector
    4. 4. Previously, Director of Business Development with Huddle (a highly successful UK B2B SaaS product); instrumental in signing strategic partners such as HP, Intercall, Orange and LinkedIn
    5. 5. Director with C4S and fteca technology advisory firms; previously a Manager with PwC and Deloitte in their Strategy Consulting practices</li></ul>The Team<br />3<br />James King – Co-founder & Product Development Director<br /><ul><li>James is founder and Managing Director of Find Invest Grow UK limited – under which capacity he manages a small portfolio of high tech start-up companies
    6. 6. Experienced managing a variety of team sizes to deliver products to market, iteratively developing business models and creating revenue channels to complement them
    7. 7. James created and designed the original product features
    8. 8. Studied computing at Imperial as well as Leeds and started his career at KPMG working as an advisor in the Information Risk Management department</li></ul>Ross Paul – COO<br /><ul><li>Over 15 years of business and technical management experience in high growth technology businesses including Web E-Commerce, SaaS, Network & Security, and web technologies, from venture backed startups to global publicly traded companies having worked across major business and technical functional areas, from business development, marketing, sales, product management, and financial analysis to R&D, technology strategy and IT
    9. 9. Significant experience in the venture fundraising cycle, with successful exits including buyouts and IPOs (Having built a company from scratch to list on the NASDAQ - Onvia)</li></li></ul><li>Business Model<br /><ul><li>Business success isn't tied to how many ideas an organisation has, it depends on how quickly and efficiently an organisation can find and develop the best ones - I’d suggest helps to identify the most valuable ideas for businesses:
    10. 10. SaaS on-demand product sold at a company level
    11. 11. Pricing is per user per month typically on annual contracts
    12. 12. 2 products levels with significant up-sell opportunity from entry product to full product plus incremental revenues from VAS (consulting, customisation, data mining etc)</li></ul>$<br />Key, strategic ideas become projects<br />Tangible ROI<br /><ul><li>Sales model:
    13. 13. Predominantly outbound salesfrom an inside sales team
    14. 14. Sales cycle expected to be c. 60 days
    15. 15. Up sell and VAS services within 6 months for active accounts</li></ul>4<br />
    16. 16. A cure for customer pain<br /><ul><li>Businesses recognise the potential value of employees ideas but are hindered in identifying the truly valuable projects because of:
    17. 17. Volume of ideas
    18. 18. Ideas of varying quality or relevance
    19. 19. No centralised mechanism for capture or evaluation
    20. 20. Idea management for the 21st Century - the I’d suggest service is designed to give innovative companies a competitive edge. Our easy to use and highly scalable service facilitates innovation within a company, gives every employee a voice and platform to share ideas, and is a rich data source to track benefits, reward talent and measure outputs</li></ul>5<br />
    21. 21. Drivers<br /><ul><li>The value of ideas</li></ul>Innovation is the heartbeat of any business<br />Centralising and formalising innovationwithin an organisation can improve company bottom line/top line by capturing employee ideas for new business or cost reduction projects<br />3M and Google's policies to allow their employees 15/ 20% of their time to pursue their own independent projects and innovative ideas<br />Results:<br />Google claim that this harnesses employee passion and drive and has lead to 2.5x greater productivity<br />Adsense originated from this scheme and earned Google $1.6bn last quarter! <br />At 3M Post-it Notes were an employee invention!<br /><ul><li>Research shows:</li></ul>Engaged employees are happier employees<br />Recognising and rewarding talent fosters greater engagement and retention<br />Talent churn costs businesses in excess of £20k per employee through recruitment, knowledge seepage and new hire training. The actual costs of losing your best people are much higher<br />A happy workforce (particularly external facing) correlates directly with customer satisfaction ratings<br />Employees input is valuable, as is understanding their perception of the business (it may differ from the employer’s perception, but reflect customers’ perceptions)<br />Employees also know the market, competitors and what is changing; capturing, understanding and utilising this information is a prime source of competitive advantage<br />6<br />
    22. 22. Who are the competitors?<br />7<br />Competitors<br />Description<br />I’d Suggest advantage/differentiation<br /><ul><li>Sold as a module within the Jive SBS suite – SaaS and on-premise solutions – community based ideation (Post your ideas to the community, where they can vote and comment on them)
    23. 23. Tailor-made for large enterprises with at least 1,000 employees; bespoke pricing
    24. 24. I’d Suggest is targeted at SME as well as enterprise; large players are solely Enterprise focused and very expensive
    25. 25. Recognises experts and hierarchy and apportions weighting of opinion accordingly
    26. 26. Specialist focus (vs. generalist): not a module within a product set, focus on core-competency
    27. 27. Simple GUI – focus on user experience and fit for purpose functionality
    28. 28. On-demand technology, can be deployed instantly</li></ul>Ideation<br /><ul><li>Innovation Suite has 3 components with end-to-end idea and project management functionality
    29. 29. Webcast is competitive product within the suite, but is expensive (c. £6k per webstorm i.e. Idea per 500 employees) and targeted at enterprise only
    30. 30. OEM partnerships (e.g. Planview)</li></ul>Innovation Management<br /><ul><li>Positioned as ‘Innovation-as-a-Service’ offer an off-the-shelf and customised software plus wrapper services
    31. 31. Enterprise focus, no on-demand product</li></ul>Imaginatik<br /><ul><li>xx
    32. 32. Early-stage UK firm with small number of customers
    33. 33. Freemium model
    34. 34. Large US corporate “employee credit” focus
    35. 35. Deep feature set; very expensive
    36. 36. Comparable interface; limited frameworks
    37. 37. Typically one-way contribution systems with limited or no feedback or review mechanism
    38. 38. Limited functionality (if any) beyond ides capture
    39. 39. Require build time and cost, maintenance and ownership </li></ul>Internal Systems (e.g. Wikis)<br />
    40. 40. I’d suggest USPs<br />I’d suggest provides company wide concept analysis frameworks ensuring a consistent level of due diligence is carried out on all new projects<br />I’d suggest has a simple, user friendly interface: no training required<br />I’d suggest provides a service where employee voice is heard through noise - identifying talent, so companies can recognise, reward and retain talent – with up to £5k tax relief for employee suggestions<br />I’d suggest’s unique system recognises expert opinion and key decision makers within organisations, with no need for manual identification<br />I’d suggest can be deployed immediately and scale across the business, no build costs, no maintenance costs, just simple, low cost license structure – it grows as you grow, users add themselves and the management hierarchy builds itself<br />I’d suggest’s flexible system can be customised and integrated with other services via an open API<br />8<br />
    41. 41. Key Features<br />OVERVIEW<br /><ul><li>Company-wide idea management platform
    42. 42. Viral; end-user centric
    43. 43. Features:
    44. 44. Simple user interface
    45. 45. Tiered access – Admin, Managers/Experts, Users
    46. 46. Idea entry and tagging (by type, keyword etc)
    47. 47. Feedback and request further information options
    48. 48. User generated hierarchies
    49. 49. Identify experts within the business
    50. 50. Dashboard
    51. 51. Customisation and advanced features
    52. 52. Data export and external system (e.g. Intranet) integration
    53. 53. Enterprise Security: SSL, IP access control,
    54. 54. Roadmap for iphone, android apps, integrations with partners such as Huddle, Evernote, Balsamiq, LinkedIn etc</li></ul>WIREFRAMES ONLY<br />9<br />
    55. 55. I’d Suggest – Suggestion Box<br /><ul><li>I’d suggest helps to identify the most valuable ideas for businesses:</li></ul>Entry Product: Suggestion Box (idea capture portal)<br /><ul><li>Customer is at a company level
    56. 56. All employees are then able to sign up to the service to submit ideas
    57. 57. Company may define administrators, managers and experts who have greater control and weighted opinions
    58. 58. Monthly or annual contracts</li></ul>Average value of an idea £1,000<br />X<br />X<br />10<br />
    59. 59. Suggestion Suite <br /><ul><li>Full suite of services extending functionality well beyond idea capture to idea evaluation, business case development, specialist frameworks and other bolt-on services
    60. 60. Having established the upfront idea capture businesses will then want to probe further into key ideas
    61. 61. The Suggestion Suite goes well beyond the idea capture functionality with a suite of tools to help ensure that the right ideas for a given business are identified, thoroughly analysed by the right people within the organisation and accredited to the originator(s)
    62. 62. Only a small % (c. 2-4%) of ideas will pass through the filter to become projects
    63. 63. Features include:
    64. 64. Standard or customised advanced business case questioning
    65. 65. Framework bolt-on services e.g. PRINCE2
    66. 66. Consultation services
    67. 67. Integration services
    68. 68. Roll-out support and advice
    69. 69. Advanced support</li></ul>X<br />X<br />Output 20 projects annually with value to the business with tangible ROI <br />Input 650 project ideas in a company of 1,000 people<br />11<br />
    70. 70. Serviceable Available Market<br />There are 33,000 Medium-sized and Large enterprises in the UK which account for:<br />over 50% of UK employment<br />Over 64% of UK private sector turnover<br />Within these enterprises we have identified 14 industries with high demand for innovation management software<br />According to the Office for National Statistics these 14 industries amount to 60% of the total UK market<br />This represents approximately 19,800 approachable companies and 7.2 million employees <br />At £2 per seat this values our Serviceable Available Market at £172.8m per year<br />Capture of 1530 companies (by year 5) would conservatively return annual revenue value of £6.1m (£4.3m profit) and represent 3.5% of the UK market<br />12<br />
    71. 71. Summary<br />13<br />The Team<br />A dynamic, passionate and proven team with a clear track record of success in SaaS B2B ventures, who are capable of delivering on the vision & realising the company’s potential<br />The Product<br />End-user centric, cost effective solution that addresses the core needs of businesses for employee idea capture and management in a highly scalable and effective way<br />The Strategy<br />Clear launch and business development strategy – multiple acquisition channels, recurring revenue streams and significant up-sell opportunities<br />There is a massive market that is relatively untapped within this space – existing solutions are not sophisticated or are poorly implemented, competitive solutions are expensive and typically are generalist tools<br />Opportunity<br />
    72. 72. Contact Information<br />14<br />Simon Hill – Managing Director<br />simon@idsuggest.com<br />+44 (0) 781 511 9748<br />James King – Product Development Director<br />james@idsuggest.com<br />+44 (0) 779 398 8228<br />
    73. 73. Thank youI’d Suggest Teamwww.idsuggest.com<br />