2. 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
3. Adeem Fenster
Shashi Shrimali
Stella Chan
Sanjay Bharadwaj
Richard James
Neeraj Lal
Total Interviews:
(10 in person, 179 cumulative total)
Authentic Asia Tea T4U
4. 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
5. 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 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
Tea lab kiosks
6. Takeawa
ysTea 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
7. Entry
Exit
Cups Indian Tea Chinese Tea English Tea Herbs & Spices Sweeteners
Pick a cup Pick a tea
Pick a herb Pick a
sweetener
Boil your tea
Pay money
Enjoy your tea and come back
Store your TeaId
MVP
8. Business Hypothesis
Hypothesis Tests Results
Retail cafe channel is
profitable. Breakeven Analysis
Retail kiosks channel
is profitable.
Breakeven Analysis
√
9. Breakeven Analysis
Manhattan Store
"Middle America"
Store
"Middle America"
Kiosk
Contribution margin per cup
Sales $4.00 $3.00 $3.00
Direct 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 4,227.23
BEP (CUPS PER DAY) 538.46 422.72 140.91
Solution => Go for Kiosks
10. 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
11. Plan for today
• Interview
customers
Test our
Kiosks ideas
with the
customers
• Interview
Shopping Mall
property managers
Test our
Kiosks ideas
with key
partners
12. 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
13. 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
14. 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
16. PULZE
Hypotheses and Initiatives
Hypothesis HR consultants are a potential sales channel
Initiatives Pricing
Initiatives 24 / 7: Design pre-survey, Analyze post-survey
17. 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
18. 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
19. 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)
PERCEIVEDVALUE
Raw Data / Little
Analysis
“DIY” Data and Analysis
Benchmarking
Templates with response
validation
Customization
Access to Domain Specific
Solutions
Legal and Regulatory Checks
ORGANIZE, ANALYZE, AND
COMMUNICATE
“Hand Holding” Data and
Analysis
Benchmarking
Templates
Customization
Access to Domain Specific
Solutions
Legal and Regulatory
Checks
21. PULZE
Team Pulze
500 <
Enterprises
< 2000
Bottom-Up
employee
engagement
Software vendors
One time
service fee
Sales force
Key Account
management
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
Cloud service
Data warehousing
Suppliers
3rd party
analytics
R&D
Marketing and Manage
the platform
Lead gen
Recruitment
Software
developers
HR talent
Research experts
Payroll
marketing
Fixed
Sales
Customer acq.
Talent acq.
Variable
Website
22. 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
Key Account
management
Provide employees
ownership in
business strategy
Low cost solution
to interim surveys SEO
Subscription
service
Enterprise social
platforms
Partners
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
Website
HR Consultants
Analysis
Benchmarked Data
Templates
Semi-
customization
Sales force
Gamification – to
increase particip
Recruitment
Lead gen
>Survey Monkey
< Consultants
Fee to HR
US Legal
Legal Counsel
23. 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
Key Account
management
Provide employees
ownership in business
strategy
Low cost solution
to employee
surveys
SEO
Subscription
service
$1 – 5K
Enterprise social
platforms
Partners
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
Website
HR Consultants
Templates
Analysis
Benchmarked Data
Gamification
Ethical and Legal
Customization
Legal Counsel
Fee to HR
24/7 Value Added
Consultants for
Pre/Post Survey
Linked-In
Social Media
25. PULZE
Market Size
Business 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
26. DEN: DIGITAL EXCHANGE
NETWORK
The platform for exchanging high value favors and
services.
22 INTERVIEWS WEDNESDAY
65 TOTAL OVER 3 DAYS
Dave Spezzano, Alexey Okhlopkov, Amy Villari, Steve Alperin, Dmitri Dyakin
27. what we learned yesterday
hypothesis
PEOPLE 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
result
MAYBE
MAYBE
MAYBE
MAYBE
CORRECT
comments
High-value & WTP,
maybe not cash
Behavior change
Compliance issues
Low expectation of
quid pro quo
Tested philanthropy
as exchange currency
Need to test further
28. more learning
hypothesis
PEOPLE 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
result
CORRECT
CORRECT
MAYBE
CORRECT
CORRECT
comments
OFTEN
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
29. 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
30. 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
Tap communities
already
transacting offline
or chaotically
31. 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
Tap communities
already
transacting offline
or chaotically
32. 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
Tap communities
already
transacting offline
or chaotically
34. 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
36. Today
LAY A PRODUCT OVER OUR CUSTOMER NEEDS & ECOSYSTEM
MORE DATA ON REVISED VALUE PROPISTIONS
TEST POTENTIAL REVENUE MODELS
37. Advanced
Entrepreneurship
Day 4
April 19, 2012
Team
Brian Vogt
Doug Carlson
Mohamed Maimouni
AG Crum
Gabriel Giles
Sameer Kotak
6 additional interviews
Total interviewed:
42 end-users
3 brand managers
1 channel expert
1 shoe manufacturer
1 shoe startup founder
1 dermatologist
X online survey responses
Technology for medical and comfort problems of the feet
38. Problem is recognized;
they have a
workaround
Interviews
Hypothesis Experiment Results
Pending
People may have
discomfort but won’t
admit it
Interviews
Unclear. Additional
experiments required
(survey).
Appealing product for
tech lovers
Interviews Confirmed. Eyes lit up.
What Have We Learned?
39. 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
41. 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
42. Channel Analysis
Growth 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.
43. 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
Get, keep, grow?
End-users: PR,
branded captivity
Partners:
Convince of
unique value for
end-users
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
44. 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
Get, keep, grow?
End-users: PR,
branded captivity
Partners:
Convince of
unique value for
end-users
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
45. Jiae.com: Interest based platform for creative minds in China
Team: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
23 Interviews + ??? Surveys
2012.04.18 - Day 4
Do we have MVP website ???
Online When ???
46. Jiae.com: Interest based platform for creative minds in China
Team: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
23 Interviews + 410 Surveys
2012.04.18 - Day 4
Do we have MVP website Yes!!!
Online When Few Hours Before!!!
48. 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
49. 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, Surpris
Reblog only 9.1% - Surprised
52. •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
53. •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
54. FidélEatRestaurant Reservation Loyalty
3 Restaurateur Interviews
20 Consumer Interviews
23 Total
Robert Montrone
EMBA ’12
Consultant /
TV Producer
ABC Television
Jaidev Rao
EMBA ’12
Management
Consulting
Rothstein Kass
Abhishek Sheetal
EMBA ’12
Tech Marketing /
Strategy
LeCroy Corporation
William Cooke
EMBA ’12
Strategy &
Financial
Planning
Blue Sky Solar
Sarah Brown
EMBA ’12
Consulting
Neuberger
Berman
Dennis Kwon
MBA ’11
Engineer / Tech
Entrepreneurship
Lala.com
55. Table Compass
Archetypes?
People who plan
Price conscious
Foodies
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
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
Day Before
56. 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)
57. 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)
58. 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
59. 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)
60. 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
62. 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
63. FidélEat
Younger Trendy
Young families
• Platform design
and development
• Business
development
• Partnerships and
marketing
Price
Discounted bookings,
secured reservations,
restaurant comparisons
Discounted 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 capital
Filling Seats
- Repeat Business
- Fill seats during
slow periods
Today
Monthly Subscription Fee, Monthly/Quarterly
customer data service
64. 13 New (45 Total) Interviews
Thomas Jonathan Melissa Nina Tim Vladimir
Thursday – Day 4
Diagnose your health
from anywhere
67. 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
Consumers
Families (primarily
subsequent mothers) in
the fertility testing,
pregnancy, and early
childhood phase
Device Makers
Small to medium makers
of at-home monitors and
diagnostic devices
Payers
Insurance, Medicare,
Medicaid
Providers
General 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 Managers
Cattle ranchers, horse
farmers
Drug Developers
Big Pharma, Biotechs
68. 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
Consumers
Families (primarily
subsequent mothers)
in the pregnancy and
early childhood
phase + traveling
families
Device Makers
Small/med, at-home
monitors and
diagnostic devices
Payers
Insurance, Medicare,
Medicaid
Providers
General 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
69. 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. 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. 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. 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
74. 74
At home uterine monitoring for high-risk
pregnancies
http://www.ecommunity.com/homehealth/index.aspx?pg
=10797
http://www.fetalmonitorstrips.com/learn_more.html
75. 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
76. 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
77. 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
- Semi-automated
- Local community-
focused
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)
78. jerry sanders Group 14
78Experiments yesterday
[Social Crowd]
Test Activities Results
Genuine market size Further research to determine the accurate dollar value
attributable to our target market
CONFIRMED
& 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…
79. 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…
80. 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
- Semi-automated
- Local community-
focused
FindersInvestors:
Individuals &
groups seeking
investment
opportunities to
provide a direct or
indirect benefit to a
local community.
GrindersBusiness
es:
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)
81. 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
82. jerry sanders Group 14
82Experiments today
[Social Crowd]
Test Activities Results
Long 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…
83. jerry sanders Group 14
83Market Size*
[Social Crowd]
Total Addressable Mkt
27,000,000 small
businesses
in USA
Served Available Mkt
954,311 small businesses in NYC (~5% TAM)
Target Mkt
Assume 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
84. jerry sanders Group 14
84
Neighborhood
Ecosystem
Hospital
Closed down
West Village Flower
Revenues 30%
Korean owner
Doesn’t speak English
Partner Crime Bookstore
v Business
Trying to cope with events, …
Economic
Environment
Do we still help
that business?
Need some $ for
renovation & upgrade
Souvenir store
Revenues
“Need affluent customers”
Record Store
Closing 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 $$
Doesn’t have time to
invest in the hood.
New bar opening
X
Historical
Society
Yelp
Neighborhood
communities Chains/
MNCs
Property owner
Wants
stable/increasing
property value
Coffee drinker from
East Village
Enjoys coming to the
hood
Customer
behavior
Coffee Shop
Needs a new Espresso
machine ($10k)
Apartment
above coffee
shop
[Social Crowd]
85. jerry sanders Group 14
85
Leather bag
store
Investor
Resident
Suggests
investments via
direct mailing, …
New
investor
Yelp, ….
Neighborhood
communities
Accumulates data
on local hood/
business
Business
needing $$
Consult??
Partner Crime
Bookstore
What
“drives”
them?
Build
database
Screen
$$
$$ and/or profit sharing
“Social Crowd”
Existing
investor
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]
86. Marketing 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) Customers
2 Medical, 2 Telecom, 1 Channel partner
87. Customer Discovery
Phase 1Phase 2
Phase 3 Phase 4
State Hypotheses
Restaurants have a marketing
problem
Customers don’t like to
receive random mobile
marketing (i.e. SMS, email)
Restaurants
Customers
Test the Problem
2 interviews with owners
14 interviews with customers
Test the Solution
Web-based mobile marketing
tool
App that allows them to
choose what they receive
Verify or Pivot
Pivot
Verified
88. 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
89. Restaurant Segments
Fine dining
- Always full
- Dedicated marketer
Midlevel prime location
- Generally full
- Part-time marketer
Midlevel neighborhood
Low restaurants
- No budget
Margin
17%
Labor
39%
Food
25%
Others
9%
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
90. Customer Segments
Age 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
91. Market Size
US
600,000
New York
28,000
Mid Level
8,700
- 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
92. 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
services
Job 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)
Get/keep/Grow
Customers?
Low-cost platform that
is effective and
quickly shows results
(switching costs for
telecoms and
marketing)
93. 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)
Get/keep/Grow
Customers?
- Low-cost platform
- Marketing Campaign
Templates
- Cheap and an
effective way of
reaching the
customers
- Reaching local
customer
(location based)
94. Mobile Marketing Day 3
Restaurants want to
minimize the dependency on
discounters
Restaurant 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 webpages
restaurants
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)
Get/keep/Grow
Customers?
- Low-cost platform
- Marketing Campaign
Templates
- 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
95. 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
- Provide cheaper alternative
to discounter websites
- Customizable marketing
program
- Filtered promotion
information
- Local and timely
promotions
- Age group 30-45 years
- Travellers
Free
- Filtered access to local
deals
- App store
- visited restaurants
96. 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
Low-cost platform,
increasing number of
standard marketing
campaigns
97. An online platform that connects
procurement consortiums with
suppliers
Interviews:
18 on Day 3
64 Total
Ravi Pingli
Arez Mardoukhi
Gopi Sukhavasi
Kevin Woolley
98. Key Partners
• Hotel and
restaurant
associations
• Independent
research
services
Key Activities
• Develop
online
platform
• Continuous
buyer and
supplier
development
Value
Propositions
Buyers
• 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
99. Key Partners
• Hotel and
restaurant
associations
• Independent
research
services
Key Activities
• Develop
online
platform
• Continuous
buyer and
supplier
development
Value
Propositions
Buyers
• 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
100. Business Hypotheses
Hypothesis 1
• Local restaurant
suppliers provide bulk
discounts
• Test
•Interviewing
4 major
supplier
executives
•Obtained
price versus
quantity
data by
visiting
supplier
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
101. 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 restaurant
Restaurant
consortium
Ecosystem
Showrooms
- Buyers pay up to 15%
discount on mixed
bulk orders depending
on category
102. 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 Warehouse
o Offering 3% commission on sales through YSN
o Conditional on seeing the demo by Saturday 9AM
• MCIC
o Offering 3% commission on sales through YSN
o No conditions on offer
• Lucaris USA
o Pending today
103.
104.
105. Customer Contacts Yesterday: 22 traveler groups in person / 33 online survey responses
Customer Contacts To Date: 53 in person / 33 online / 75 Adwords clicks / 51,000 online impressions
Purchases To Date: 7 Repeat Customers: 1
Scott
Greco
Ari
Harkov
Alex
Morrison
Sarah
Shenton
Francois
Viargues
Michael
Burke
106. 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 developers
2. Marketing/PR team
3. Local expert outreach
4. Sales force (low end,
in person)
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
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
107. 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
109. 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
110. 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 developers
2. Marketing/PR team
3. Local expert outreach
4. Sales force (low end,
in person)
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
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
111. 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
112. TEAM FACTABASE
Comprehensive Business Statistics on Developing
Economies
Day 4: 14 Interviews
Mary Leong, Alexis Farfaro, Calin Bota, Prosasty Chaudhuri,
Bader AlKahtani
113. 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
114. What are the most important costs inherent
in our business model? Fixed? Variable?
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/Professo
rs
• 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
115. What are the most important costs inherent
in our business model? Fixed? Variable?
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/Professo
rs
• 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
116. VISUALIZING THE VALUE PROPOSITION
May, 06 April, 07 May, 07
Last
month Last year Group & Sub-group
456 492 496 0.81 8.77
I 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 12.45
l. 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 3.78
IV 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 5.75
c. Recreation &
Amusement
667 685 686 0.15 2.85
d. 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 year
Base:- 1984-85=100
50-5 جدول
النـوع خصوصي أجرة نقل حافلة نارية دراجة 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 7811
8442 2 6029 125 6 48 14652
1234 3 1113 52 1 1 2404
2759 4 1924 7 8 5 4707
2464 0 1424 161 20 0 4069
4092 75 2105 92 20 14 6398
1102 3 812 20 1 0 1938
308567 7970 111229 8394 3026 2397 439588
اإلجتماعية الخدمات Social Service
5241هـ لعام والمنطقة اللوحة نوع حسب موزعة بالمملكة المركبات لوحات من المنصرف
Car Plates Issued in the Kingdom By Type : 1425 A.H.
Table 5-50
الرياض Riyadh
المكرمة مكة Makkah
المنورة المدينة Madinah
الشرقية Eastern
القصيم Al-Qaseem
تبوك Tabouk
حائل Hail
عسير Assir
الشمالية الحدود Northern Boarder
نجران Najran
* الجوف Al-Jouf
جازان Jazan
. ً من عام 4141هـا * تشمل القريات إعتبار * Included Qurayatas From 1414 A.H. .
الباحة Al-Baha
المجموع Total
. المصدر : وزارة الداخلية - اإلدارة العامة للمرور Source : Ministry of Interior- General Directorate of Traffic .
63
1427
22
50
00
02
1428
00
40
00
03
1/1-30/6/1429
02
00
00
00
1912
FACTABASE
Coverage of
Competition
Collection
Reformatting,
Normalizing and
Preparing
Categorization Distribution
1 2 3 4
Quality check
117. 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
118. What are the most important costs inherent
in our business model? Fixed? Variable?
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/Professo
rs
• 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
119. What are the most important costs inherent
in our business model? Fixed? Variable?
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/E
ntrepreneur
• 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
120. 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
121. 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
122. OUR REVENUE STREAMS AT DAY 3
ComprehensiveSectorSpecific
CoverageNeeded
FrequentLess Frequent
Frequency of Need
Entrepreneurs and
Independent
Researchers
Full Access Subscri-
ption Based ServicePer Table Charge
Per Table Charge
Sector based Subscri-
ption Service
Consultancies
Universities
Financial Services
Firms
Market Research
Firms
123. ComprehensiveSectorSpecific
CoverageNeeded
FrequentLess Frequent
Frequency of Need
Entrepreneurs and
Independent
Researchers
Full Access Subscri-
ption Based ServicePer Table Charge
Per Table Charge
Sector based Subscri-
ption Service
Consultancies
Universities
Financial Services
Firms
Market Research
Firms
OUR REVENUE STREAMS AT DAY 4
124. What are the most important costs inherent
in our business model? Fixed? Variable?
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/Strate
gy Consultancies
Financial Services
Market Research
Firms
Educational
Institutes
Individual/Entrepre
neur
• 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
125. What are the most important costs inherent
in our business model? Fixed? Variable?
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/Strate
gy Consultancies
Financial Services
Market Research
Firms
Educational
Institutes
Individual/Entrepre
neur
• 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
126. What are the most important costs inherent
in our business model? Fixed? Variable?
• 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/Entre
preneur
Unique access
to valuable
official
statistics on
developing
economies in
a Convenient,
Reliable and
Cost effective
way
128. 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
129. 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
130. 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
SHARE
Healthy Eating Info
Share recipes with
friends
Display Ads
Recommendations
Commission on
online order or
store purchase
Display Ads
Functionality Output User BenefitRevenue Opportunity
Buy
Online order
In-store purchase
133. 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.
134. 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
135. 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?
136. • 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
6
7
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 3HoReC
a
137. Automated Service
(Smartphone App and
Website)
• Time Conscious
• Tech Friendly
• Cook at home
NB. 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
6
7
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)
Consumer
s
DAY 4Advertisers
In-person dedicated
(Ad sales)
Indirect
Partner Stores
Direct
Advertisers
Deliver targeted
Advertising
Display ads, recommendations
MULTI-SIDED
PLATFORM
Advertiser
Retailers