SlideShare a Scribd company logo
1 of 18
Download to read offline
Advantage Card
U-Experience
Lean LaunchPad Final Presentation – Team 11
Calvin Chen
Mark Grundman
Ria Kapila
# of Customers Consumers Retailers
Day 1 8 4
Day 2 20 0
Day 3 6 6
Day 4 13 2
Total 47 12
Business Type: Startup ?
Business Model Canvas
Cost
Structure
- Membership card (create & distribute)
- Website creation
- Marketing
Revenue
Streams
- Direct Sales
- Subscription Fees
- Point of Sale conversion
Key
Partners
- Retail Shops
- Service
Companies
- 3rd Party Social
Networks
- Clubs
- Charities
Key
Activities
- Selling
- Building Website
- Retail Partnerships
Value
Proposition
- Monetary Savings
(Discounts)
- Additional Services
- More Business
(customers)
- Business marketing
Customer
Relationships
- Onboard local
boutique retailers
- Justify need
- Maintain retail
relationship
- Word of mouth
popularity
Customer
Segments
- Boutique Store
Retailers looking
to expand small
business
- Students
- Immigrants
- Females (age 15 -
45) who like to try
different boutique
services
- Customers
>> New to the city
>> Not loyal to brands
>> Money conscious
Key
Resources
- Network of Retail
Stores
- Savings offered
Channels
- Web sales of
Advantage Card
- Retail sales of
Advantage Card
Day 1 Business Model Canvas
Existing Discount Model
Customers Restaurants
???
How do I get
customers to
return?
Business Model Canvas
Cost
Structure
- Advantage card (create & distribute)
- Website creation
- Marketing & advertising
- Overhead costs
Revenue
Streams
- Direct Sales of Advantage card
- Annual Subscription Fees
- Point of Sale conversion
- Add-on Services (customer consumption data, etc)
Key
Partners
- Retail Shops
- Restaurants
- Service
Companies (beauty
related, Spa)
- 3rd Party Social
Networks
- Clubs (Zagat, Open
Table)
- Charities
Key
Activities
- Marketing via 3rd
Party Social Networks
- Card Sales
- Building Website
- Retail Partnerships
- Consumer Partnership
Value
Proposition
- Monetary Savings
(Discounts)
- Additional Services
- More Business
(customers)
- Perks & Benefits to
customers (set by
retailers)
- New & recurring
customers streams
- Less severe margin
erosion for returning
customers
- Business marketing
- Flexibility of promotions
Customer
Relationships
- Onboard local retailers
(restaurants & beauty)
- Justify need
- Maintain retail
relationships
- Consumer awareness
- Word of mouth
popularity
- Ensure ease of use
- Ensure advantages are
honored
Customer
Segments
- Boutique Store
Retailers
- Health & Beauty Store
Owners & Managers
- Restaurant Owners &
Managers
- Young professionals (18-30)
- Consultants, Bankers, etc
- Students
- Females (age 15 -
45) who like to try
different boutique
services
- Customers
>> New to the city
>> Not loyal to brands
>> Money conscious
Key
Resources
- Network of Retail
Stores
- Personal network of
target consumers
- Savings offered
Channels
- Web sales of
Advantage Card
- Retail sales of
Advantage Card
- Columbia University
- Gourmet Clubs
Day 2 Business Model Canvas
Total NYC
Retail Sales =
$78B
Total NYC
Restaurant/Healt
h & Beauty Sales
= $40B
Target=
$5.7M
*Projected target value based on
comparable service in UK using
# of members as a percentage of
total population. Applying that
to NYC total population and per
capita spending yields $5.7M.
*Projections based on NYC and is
not indicative of total market.
Expandable to other cities.
Initial Market Size
Proposed Model
NYC
Experience
Dining
Customers Restaurants
Business Model Canvas
Cost
Structure
- Advantage card (create & distribute)
- Website creation
- Marketing & advertising
- Overhead costs
Revenue
Streams
- Direct Sales of Advantage card
- Annual Subscription Fees
- Point of Sale conversion
- Add-on Services (customer consumption data, etc)
Key
Partners
- Retail Shops
- Restaurants
- Service
Companies (beauty
related, Spa)
- 3rd Party Social
Networks
- Clubs (Zagat, Open
Table)
- Charities
- -Seamless.com
Key
Activities
- Marketing via 3rd
Party Social Networks
- Card Sales
- Building Website
- Retail Partnerships
- Consumer
Partnership
- App development
Value
Proposition
- Monetary Savings
(Discounts)
- Additional Services
- More Business
(customers)
- Perks & Benefits to
customers (set by
retailers) Big prize
- New & recurring
customers streams
- Less severe margin
erosion for returning
customers
- Business marketing
- Flexibility of
promotions
- Exclusivity
- -Alcoholic Beverages
- Point System (Airline
Loyalty)
- Curation
Customer
Relationships
- Onboard local retailers
(restaurants & beauty)
- Justify need
- Maintain retail
relationships
- Consumer awareness
- Word of mouth
popularity
- Ensure ease of use
- Ensure advantages are
honored
Customer
Segments
- Boutique Store
Retailers
- Health & Beauty Store
Owners & Managers
- Restaurant Owners &
Managers
- Young professionals (18-30)
- Consultants, Bankers, etc
- Students
- Females (age 15 -
45) who like to try
different boutique
services
- Customers
>> New to the city
>> Not loyal to brands
>> Money conscious
- Foodies
- -Budget
- -High Spender
Key
Resources
- Network of Retail
Stores
- Personal network of
target consumers
- Savings offered
Channels
- Web sales of
Advantage Card
- Retail sales of
Advantage Card
- Columbia University
- Gourmet Clubs
-Foodie networks
Day 3 Business Model Canvas
Customer Segments &
Value Proposition
Proposed Model – Consumer Study
NYC
Experience
Dining
Customers Restaurants
Customer Discovery: Learning
Hypotheses What we were asking What we learned
Small benefits
upon each visit
will drive new
customers and
make them loyal
FALSE
• What would you need to go out of
your way to try a new place?
• What would you need to go back?
• What type of perks would enhance
the experience and make you
loyal?
• How do you envision this
working?
• Would you pay for these benefits?
• People want exclusivity and big
paydays even if it means waiting or
spending more.
• People are more likely to try a new
place based on monetary incentives
but are more willing to return based
on non-monetary experiences.
• Consumers want an airline model
that rewards loyalty.
• Consumers will pay
• Two types of consumers at opposite
sides of spectrum
Budget
conscious and
up front lock-in
fee would drive
behavior
FALSE
• If you were to pay up front for
perpetual annual benefits would
you be more inclined to go back?
• What do you look for in a
restaurant?
• One time deal versus perpetual
deals.
• Prize experience on par with food
• Will pay for that experience
• Want exclusivity at higher end
restaurants
• Willing to try new restaurants if
quality is ensured and special perk
Business Model Canvas
Cost
Structure
- Advantage card (create & distribute)
- Website creation
- Marketing & advertising
- Overhead costs
Revenue
Streams
- Direct Sales of Advantage card
- Annual Subscription Fees
- Point of Sale conversion
- Add-on Services (customer consumption data, etc)
Key
Partners
- Retail Shops
- Restaurants
- Service
Companies (beauty
related, Spa)
- 3rd Party Social
Networks
- Clubs (Zagat, Open
Table)
- Charities
- Seamless.com
Key
Activities
- Marketing via 3rd
Party Social Networks
- Card Sales
- Building Website
- Retail Partnerships
- Consumer
Partnership
- App development
Value
Proposition
- Monetary Savings
(Discounts)
- Additional Services
- More Business
(customers)
- Perks & Benefits to
customers (set by
retailers) Big prize
- New & recurring
customers streams
- Less severe margin
erosion for returning
customers
- Business marketing
- Flexibility of promotions
- Exclusivity
- Alcoholic Beverages
- Point System (Airline
Loyalty)
- Curation
Customer
Relationships
- Onboard local retailers
(restaurants & beauty)
- Justify need
- Maintain retail
relationships
- Consumer awareness
- Word of mouth
popularity
- Ensure ease of use
- Ensure advantages are
honored
Customer
Segments
- Boutique Store
Retailers
- Health & Beauty Store
Owners & Managers
- Mid-tier Restaurant Owners
& Managers
- Young professionals (18-30)
- Consultants, Bankers, etc
- Students
- Females (age 15 -
45) who like to try
different boutique
services
- Customers
>> New to the city
>> Not loyal to brands
- Foodies
- Budget
- High Spender
Key
Resources
- Network of Retail
Stores
- Personal network of
target consumers
- Savings offered
Channels
- Web sales of
Advantage Card
- Retail sales of
Advantage Card
- Columbia University
- Gourmet Clubs
- Foodie networks
Day 4 Business Model Canvas
Channels, Get Strategy, Revenue
Retailers:
• C: Direct Sales
• G: Interesting value proposition, distance self away from Groupon
• R: Take a transaction cost on rewards spent, no upfront fee
Consumers:
• C: Direct Sales, Dining clubs and organizations
• G: Social Media, network, word of mouth
• R: Direct Sales of card, Subscription fee
Proposed Model – Retailer Study
NYC
Experience
Dining
Customers Restaurants
Customer Discovery: Learning
Hypotheses What we were asking What we learned
Restaurants
would be willing
to create
offerings to
increase
customer
experience in
exchange for
loyalty
TRUE
• How do they retain customers?
• What type of perks would you be
willing to offer recurring
customers?
• What is the breakdown of your
customers segment?
• Three types of restaurants
- High Traffic
- Proximity
- Destination
• Restaurants already have offerings
for their loyal customers
• Higher end restaurants aren’t as
willing to offer monetary incentives
for new customers
Restaurants
would be willing
to use external
sites as a
channel to
advertise and
bring in new
customers
Depends
• Have you ever offered discounts,
or daily deals through external
sites?
• How do you feel about the idea of
using discounts?
• When would you tend to offer
these incentives (seasonal/by day
or hours)?
• How do you currently market or
advertise?
• All restaurants at some point have
tried some sort of discounts
• The majority of proximity, higher
end restaurants were no longer
offering or willing to offer discounts
• High traffic, mid-priced restaurants
continue to offer promotions for
specific times throughout the year
• Typically advertise through word of
mouth or external sites
4th Day!
Major Pivot
Focus on Consumer Experience &
Become Revenue Streams for Restaurants
Business Model Canvas
Cost
Structure
- Advantage card (create & distribute)
- Website creation
- Marketing & advertising
- Overhead costs
- Membership card costs
- Experience Reservation costs
Revenue
Streams
- Point of Sale conversion
- Direct Sales of Advantage card
- Annual Subscription Fees
- Add-on Services (customer consumption data, etc)
- Service mark-up
Key
Partners
- Retail Shops
- Service Companies
(beauty related Spa)
- 3rd Party Social
Networks
- Clubs (Zagat, Open
Table)
- Charities
- Seamless.com
- Restaurants
- Museums
- Day Trips
- Tourist
Attractions
Key
Activities
- Marketing via
Social Networks
- Card Sales
- Building Website
- Retail & Consumer
Partnerships
- App development
- Club Membership
Sales
Value
Proposition
- Monetary Savings/Discount
- Additional Services
- More Business (customers)
- Perks/Benefits to customers
(set by retailers) Big prize
- New & recurring customers
- Less severe margin erosion
for returning customers
- Alcoholic Beverages
- Business marketing
- Point System (Airline
Loyalty)
- Flexibility of promotions
- Exclusivity
- Curation
- Special Experience @ Value
for consumers
- New Revenue source for
partners
Customer
Relationships
- Onboard local retailers
(restaurants & beauty)
- Justify need
- Word of mouth
popularity
- Maintain retail
relationships
- Consumer awareness
- Ensure ease of use
- Ensure advantages are
honored
Customer
Segments
- Boutique Store
Retailers
- Health & Beauty Store
- Owners & Managers
- Females (age 15 - 45) who like
to try different boutique
services
- High Spender
- Mid-tier Restaurant Owners
& Managers
- Customers: New to the city,
Not loyal to brands, Foodies
Budget
Targeted Retailers:
- Owners/managers
- Business Development
Managers
- VP of Sales
Consumers:
- Young professionals (18-30),
Consultants, Bankers
- Students
- Singles (daters)
- Corporate Relationship
Managers
Key
Resources
- Savings offered
- Network of Retail
Stores
- Personal network of
target consumers &
partners
- Software
- Direct Sales
Channels
- Web sales of
Advantage Card
- Retail sales of
Advantage Card
- Gourmet Clubs
- Foodie networks
- Columbia University
- Tourist Guides
- Magazines
- Social Networks
Day 5 Business Model Canvas
Hypothesis What we were asking What we learned
Partners:
Partners would be willing to offer
exclusive services for guaranteed
revenue
Partners would be willing to
allow us 30 day leeway to cancel
if can’t hit quota
TBD
• Would you like to partner up
for additional revenue source?
• Would you allow us to buy
services in bulk for a %
discount?
• Would you be able to handle a
30 day notice for any bulk
reservations through our
club?
• Willing to partner if business
is guaranteed
• Need larger sample size to
evaluate in near future
Consumers:
Consumers would prefer
exclusive experiences and would
be willing to pay for uniqueness
TRUE
• Would you be willing to be
part of a club that gives you
special experiences in NYC?
• Would you prefer food
experience or other intangible
experience?
• How often would you take
advantage of this club for the
special offers?
• Consumers are willing to pay
for experiences
• Most of them would prefer
both food and other
intangible experiences
• Most of the consumers would
be willing to take advantage
of club membership more
than twice a month
Customer Discovery - Learning
Next Steps…
• Customer Re-discovery
• Further study Competition in market space
• Re-evaluate Market Size & positioning
• Test & iterate Hypothesis
• Go out & interview potential consumers & partners
• Identify roadblocks & potential solutions
• Update Business Model Canvas
• Rinse and Repeat

More Related Content

What's hot

Buble tea marketing plan
Buble tea marketing planBuble tea marketing plan
Buble tea marketing planziyamelik
 
Industry analysis of soft drinks industry
Industry analysis of soft drinks industryIndustry analysis of soft drinks industry
Industry analysis of soft drinks industryHEMA SANKAR
 
Product Presentation Sample
Product Presentation SampleProduct Presentation Sample
Product Presentation SampleNia Noelle
 
SWOT Analysis & Profile of New Batti Express Gift Shop
SWOT Analysis & Profile of New Batti Express Gift ShopSWOT Analysis & Profile of New Batti Express Gift Shop
SWOT Analysis & Profile of New Batti Express Gift ShopDSK Presentation Hub
 
Printing company
Printing companyPrinting company
Printing companygenminamoto
 
The impact of internet cafes
The impact of internet cafesThe impact of internet cafes
The impact of internet cafesAlexander Decker
 
Krispy kreme doughnuts (KKD) case studa
Krispy kreme doughnuts (KKD) case studaKrispy kreme doughnuts (KKD) case studa
Krispy kreme doughnuts (KKD) case studamarium vohra
 
Wells Fargo Social Media Case Study
Wells Fargo Social Media Case StudyWells Fargo Social Media Case Study
Wells Fargo Social Media Case StudyJulie Delaforce
 
Starbucks International Marketing Strategy
Starbucks International Marketing StrategyStarbucks International Marketing Strategy
Starbucks International Marketing StrategyShahzad Khan
 
BUSINESS PLAN " SWEETBITS COMPANY"
BUSINESS PLAN " SWEETBITS COMPANY"BUSINESS PLAN " SWEETBITS COMPANY"
BUSINESS PLAN " SWEETBITS COMPANY"miramar serrion
 
Chapter 9 cooperative strategy
Chapter 9 cooperative strategyChapter 9 cooperative strategy
Chapter 9 cooperative strategyDr. Lam D. Nguyen
 
Marketing Plan : Grab
Marketing Plan : GrabMarketing Plan : Grab
Marketing Plan : GrabArie Lai
 
Marketing Research: Research Format/Template
Marketing Research: Research Format/TemplateMarketing Research: Research Format/Template
Marketing Research: Research Format/TemplateDr. John V. Padua
 
Sample business plan (food & beverage)
Sample business plan (food & beverage)Sample business plan (food & beverage)
Sample business plan (food & beverage)Rifat Khan
 
Reaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John LadoReaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John LadoMark John Lado, MIT
 

What's hot (20)

Buble tea marketing plan
Buble tea marketing planBuble tea marketing plan
Buble tea marketing plan
 
Marketing plan PDF report
Marketing plan PDF reportMarketing plan PDF report
Marketing plan PDF report
 
Industry analysis of soft drinks industry
Industry analysis of soft drinks industryIndustry analysis of soft drinks industry
Industry analysis of soft drinks industry
 
Product Presentation Sample
Product Presentation SampleProduct Presentation Sample
Product Presentation Sample
 
SWOT Analysis & Profile of New Batti Express Gift Shop
SWOT Analysis & Profile of New Batti Express Gift ShopSWOT Analysis & Profile of New Batti Express Gift Shop
SWOT Analysis & Profile of New Batti Express Gift Shop
 
Team vogue final
Team vogue finalTeam vogue final
Team vogue final
 
Printing company
Printing companyPrinting company
Printing company
 
The impact of internet cafes
The impact of internet cafesThe impact of internet cafes
The impact of internet cafes
 
Krispy kreme doughnuts (KKD) case studa
Krispy kreme doughnuts (KKD) case studaKrispy kreme doughnuts (KKD) case studa
Krispy kreme doughnuts (KKD) case studa
 
Wells Fargo Social Media Case Study
Wells Fargo Social Media Case StudyWells Fargo Social Media Case Study
Wells Fargo Social Media Case Study
 
Ben And Jerrys
Ben And JerrysBen And Jerrys
Ben And Jerrys
 
Starbucks International Marketing Strategy
Starbucks International Marketing StrategyStarbucks International Marketing Strategy
Starbucks International Marketing Strategy
 
BUSINESS PLAN " SWEETBITS COMPANY"
BUSINESS PLAN " SWEETBITS COMPANY"BUSINESS PLAN " SWEETBITS COMPANY"
BUSINESS PLAN " SWEETBITS COMPANY"
 
SAMPLE BUSINESS PLAN
SAMPLE BUSINESS PLANSAMPLE BUSINESS PLAN
SAMPLE BUSINESS PLAN
 
Dukaan Bakery ppt
Dukaan Bakery pptDukaan Bakery ppt
Dukaan Bakery ppt
 
Chapter 9 cooperative strategy
Chapter 9 cooperative strategyChapter 9 cooperative strategy
Chapter 9 cooperative strategy
 
Marketing Plan : Grab
Marketing Plan : GrabMarketing Plan : Grab
Marketing Plan : Grab
 
Marketing Research: Research Format/Template
Marketing Research: Research Format/TemplateMarketing Research: Research Format/Template
Marketing Research: Research Format/Template
 
Sample business plan (food & beverage)
Sample business plan (food & beverage)Sample business plan (food & beverage)
Sample business plan (food & beverage)
 
Reaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John LadoReaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John Lado
 

Viewers also liked

Business Model Canvas Part 2: Example
Business Model Canvas Part 2: ExampleBusiness Model Canvas Part 2: Example
Business Model Canvas Part 2: ExampleCloverhill Consulting
 
Business Model Canvas(Opera Clothing)
Business Model Canvas(Opera Clothing)Business Model Canvas(Opera Clothing)
Business Model Canvas(Opera Clothing)Asgar Hussain Inamdar
 
Business models - fashion industry
Business models - fashion industryBusiness models - fashion industry
Business models - fashion industrywaltervanandel
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvassvanebjerg
 
Business Model Canvas 101
Business Model Canvas 101Business Model Canvas 101
Business Model Canvas 101Emad Saif
 

Viewers also liked (7)

BUSINESS MODEL VILADA SHOES
BUSINESS MODEL VILADA SHOESBUSINESS MODEL VILADA SHOES
BUSINESS MODEL VILADA SHOES
 
The Business Model Canvas
The Business Model CanvasThe Business Model Canvas
The Business Model Canvas
 
Business Model Canvas Part 2: Example
Business Model Canvas Part 2: ExampleBusiness Model Canvas Part 2: Example
Business Model Canvas Part 2: Example
 
Business Model Canvas(Opera Clothing)
Business Model Canvas(Opera Clothing)Business Model Canvas(Opera Clothing)
Business Model Canvas(Opera Clothing)
 
Business models - fashion industry
Business models - fashion industryBusiness models - fashion industry
Business models - fashion industry
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Business Model Canvas 101
Business Model Canvas 101Business Model Canvas 101
Business Model Canvas 101
 

Similar to U-Experience Team11

Master your marketing PNC talk 19 September 2013
Master your marketing PNC talk 19 September 2013Master your marketing PNC talk 19 September 2013
Master your marketing PNC talk 19 September 2013Ethan Chazin MBA
 
Customer loyality in service
Customer loyality in serviceCustomer loyality in service
Customer loyality in serviceDr.Aravind TS
 
CategoryManagementConferenceLCandDI
CategoryManagementConferenceLCandDICategoryManagementConferenceLCandDI
CategoryManagementConferenceLCandDIEric Togneri
 
Loyaltyprogramfinal 160415060541
Loyaltyprogramfinal 160415060541Loyaltyprogramfinal 160415060541
Loyaltyprogramfinal 160415060541Ayushi Jaiswal
 
Loyalty program
Loyalty program   Loyalty program
Loyalty program Tapan Gupta
 
Urban guild digital marketing case study - in english
Urban guild digital marketing case study - in englishUrban guild digital marketing case study - in english
Urban guild digital marketing case study - in englishErasmus Tourism SME
 
Drive More Traffic Into Your Store with Rewards and Communications
Drive More Traffic Into Your Store with Rewards and CommunicationsDrive More Traffic Into Your Store with Rewards and Communications
Drive More Traffic Into Your Store with Rewards and CommunicationsTecmark
 
Redleafdigital - Chisolm hunter - driving Ecommerce sales
Redleafdigital - Chisolm hunter - driving Ecommerce sales Redleafdigital - Chisolm hunter - driving Ecommerce sales
Redleafdigital - Chisolm hunter - driving Ecommerce sales redleafdigital
 
Making the Most of Multi-Channel Strategies
Making the Most of Multi-Channel StrategiesMaking the Most of Multi-Channel Strategies
Making the Most of Multi-Channel StrategiesArt Hall
 
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...G3 Communications
 
Webgains - Hero Grigoraki
Webgains - Hero GrigorakiWebgains - Hero Grigoraki
Webgains - Hero GrigorakiWebgains UK
 
Master mktg talk_rotary_12_march2013
Master mktg talk_rotary_12_march2013Master mktg talk_rotary_12_march2013
Master mktg talk_rotary_12_march2013Ethan Chazin MBA
 
Digital Marketing Workshop
Digital Marketing WorkshopDigital Marketing Workshop
Digital Marketing WorkshopOmniPlan
 
How to Improve Customer Loyalty in Retail
How to Improve Customer Loyalty in RetailHow to Improve Customer Loyalty in Retail
How to Improve Customer Loyalty in RetailMarketBridge
 
INFRA-DNFM-ChoosingMarketingChannels-2016
INFRA-DNFM-ChoosingMarketingChannels-2016INFRA-DNFM-ChoosingMarketingChannels-2016
INFRA-DNFM-ChoosingMarketingChannels-2016Andrea Tudor
 

Similar to U-Experience Team11 (20)

Master your marketing PNC talk 19 September 2013
Master your marketing PNC talk 19 September 2013Master your marketing PNC talk 19 September 2013
Master your marketing PNC talk 19 September 2013
 
Customer loyality in service
Customer loyality in serviceCustomer loyality in service
Customer loyality in service
 
Gaia Columbia
Gaia ColumbiaGaia Columbia
Gaia Columbia
 
CategoryManagementConferenceLCandDI
CategoryManagementConferenceLCandDICategoryManagementConferenceLCandDI
CategoryManagementConferenceLCandDI
 
Loyaltyprogramfinal 160415060541
Loyaltyprogramfinal 160415060541Loyaltyprogramfinal 160415060541
Loyaltyprogramfinal 160415060541
 
Loyalty program
Loyalty program   Loyalty program
Loyalty program
 
Urban guild digital marketing case study - in english
Urban guild digital marketing case study - in englishUrban guild digital marketing case study - in english
Urban guild digital marketing case study - in english
 
Drive More Traffic Into Your Store with Rewards and Communications
Drive More Traffic Into Your Store with Rewards and CommunicationsDrive More Traffic Into Your Store with Rewards and Communications
Drive More Traffic Into Your Store with Rewards and Communications
 
B2C strategies
B2C strategiesB2C strategies
B2C strategies
 
Redleafdigital - Chisolm hunter - driving Ecommerce sales
Redleafdigital - Chisolm hunter - driving Ecommerce sales Redleafdigital - Chisolm hunter - driving Ecommerce sales
Redleafdigital - Chisolm hunter - driving Ecommerce sales
 
Class 14
Class 14Class 14
Class 14
 
Making the Most of Multi-Channel Strategies
Making the Most of Multi-Channel StrategiesMaking the Most of Multi-Channel Strategies
Making the Most of Multi-Channel Strategies
 
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...
 
chapter-1.pdf
chapter-1.pdfchapter-1.pdf
chapter-1.pdf
 
Webgains - Hero Grigoraki
Webgains - Hero GrigorakiWebgains - Hero Grigoraki
Webgains - Hero Grigoraki
 
Master mktg talk_rotary_12_march2013
Master mktg talk_rotary_12_march2013Master mktg talk_rotary_12_march2013
Master mktg talk_rotary_12_march2013
 
Digital Marketing Workshop
Digital Marketing WorkshopDigital Marketing Workshop
Digital Marketing Workshop
 
CRM e-Marketing
CRM e-MarketingCRM e-Marketing
CRM e-Marketing
 
How to Improve Customer Loyalty in Retail
How to Improve Customer Loyalty in RetailHow to Improve Customer Loyalty in Retail
How to Improve Customer Loyalty in Retail
 
INFRA-DNFM-ChoosingMarketingChannels-2016
INFRA-DNFM-ChoosingMarketingChannels-2016INFRA-DNFM-ChoosingMarketingChannels-2016
INFRA-DNFM-ChoosingMarketingChannels-2016
 

More from Stanford University

Team Networks - 2022 Technology, Innovation & Great Power Competition
Team Networks  - 2022 Technology, Innovation & Great Power CompetitionTeam Networks  - 2022 Technology, Innovation & Great Power Competition
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries  - 2022 Technology, Innovation & Great Power CompetitionTeam LiOn Batteries  - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Team Quantum  - 2022 Technology, Innovation & Great Power CompetitionTeam Quantum  - 2022 Technology, Innovation & Great Power Competition
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Team Disinformation  - 2022 Technology, Innovation & Great Power CompetitionTeam Disinformation  - 2022 Technology, Innovation & Great Power Competition
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Team Wargames  - 2022 Technology, Innovation & Great Power CompetitionTeam Wargames  - 2022 Technology, Innovation & Great Power Competition
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Team Acquistion  - 2022 Technology, Innovation & Great Power Competition Team Acquistion  - 2022 Technology, Innovation & Great Power Competition
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
 
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
 
Altuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedAltuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedStanford University
 
Invisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedInvisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedStanford University
 
ānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learnedānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons LearnedStanford University
 
Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Stanford University
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
 
Team Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionTeam Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionTeam Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionTeam Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionTeam Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionTeam Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
 
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberLecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
 

More from Stanford University (20)

Team Networks - 2022 Technology, Innovation & Great Power Competition
Team Networks  - 2022 Technology, Innovation & Great Power CompetitionTeam Networks  - 2022 Technology, Innovation & Great Power Competition
Team Networks - 2022 Technology, Innovation & Great Power Competition
 
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries  - 2022 Technology, Innovation & Great Power CompetitionTeam LiOn Batteries  - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
 
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Team Quantum  - 2022 Technology, Innovation & Great Power CompetitionTeam Quantum  - 2022 Technology, Innovation & Great Power Competition
Team Quantum - 2022 Technology, Innovation & Great Power Competition
 
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Team Disinformation  - 2022 Technology, Innovation & Great Power CompetitionTeam Disinformation  - 2022 Technology, Innovation & Great Power Competition
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
 
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Team Wargames  - 2022 Technology, Innovation & Great Power CompetitionTeam Wargames  - 2022 Technology, Innovation & Great Power Competition
Team Wargames - 2022 Technology, Innovation & Great Power Competition
 
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Team Acquistion  - 2022 Technology, Innovation & Great Power Competition Team Acquistion  - 2022 Technology, Innovation & Great Power Competition
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
 
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
 
Altuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedAltuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons Learned
 
Invisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedInvisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons Learned
 
ānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learnedānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learned
 
Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
 
Team Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionTeam Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power Competition
 
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionTeam Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power Competition
 
Team Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionTeam Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power Competition
 
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionTeam Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
 
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionTeam Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power Competition
 
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
 
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberLecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
 

Recently uploaded

Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxraviapr7
 
3.21.24 The Origins of Black Power.pptx
3.21.24  The Origins of Black Power.pptx3.21.24  The Origins of Black Power.pptx
3.21.24 The Origins of Black Power.pptxmary850239
 
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...M56BOOKSTORE PRODUCT/SERVICE
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17Celine George
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxheathfieldcps1
 
Department of Health Compounder Question ‍Solution 2022.pdf
Department of Health Compounder Question ‍Solution 2022.pdfDepartment of Health Compounder Question ‍Solution 2022.pdf
Department of Health Compounder Question ‍Solution 2022.pdfMohonDas
 
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINTARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINTDR. SNEHA NAIR
 
How to Create a Toggle Button in Odoo 17
How to Create a Toggle Button in Odoo 17How to Create a Toggle Button in Odoo 17
How to Create a Toggle Button in Odoo 17Celine George
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 
A gentle introduction to Artificial Intelligence
A gentle introduction to Artificial IntelligenceA gentle introduction to Artificial Intelligence
A gentle introduction to Artificial IntelligenceApostolos Syropoulos
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.EnglishCEIPdeSigeiro
 
Riddhi Kevadiya. WILLIAM SHAKESPEARE....
Riddhi Kevadiya. WILLIAM SHAKESPEARE....Riddhi Kevadiya. WILLIAM SHAKESPEARE....
Riddhi Kevadiya. WILLIAM SHAKESPEARE....Riddhi Kevadiya
 
What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?TechSoup
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...Nguyen Thanh Tu Collection
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxDr. Asif Anas
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...Dr. Asif Anas
 
Quality Assurance_GOOD LABORATORY PRACTICE
Quality Assurance_GOOD LABORATORY PRACTICEQuality Assurance_GOOD LABORATORY PRACTICE
Quality Assurance_GOOD LABORATORY PRACTICESayali Powar
 
Vani Magazine - Quarterly Magazine of Seshadripuram Educational Trust
Vani Magazine - Quarterly Magazine of Seshadripuram Educational TrustVani Magazine - Quarterly Magazine of Seshadripuram Educational Trust
Vani Magazine - Quarterly Magazine of Seshadripuram Educational TrustSavipriya Raghavendra
 

Recently uploaded (20)

Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptx
 
3.21.24 The Origins of Black Power.pptx
3.21.24  The Origins of Black Power.pptx3.21.24  The Origins of Black Power.pptx
3.21.24 The Origins of Black Power.pptx
 
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptx
 
Department of Health Compounder Question ‍Solution 2022.pdf
Department of Health Compounder Question ‍Solution 2022.pdfDepartment of Health Compounder Question ‍Solution 2022.pdf
Department of Health Compounder Question ‍Solution 2022.pdf
 
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINTARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
 
How to Create a Toggle Button in Odoo 17
How to Create a Toggle Button in Odoo 17How to Create a Toggle Button in Odoo 17
How to Create a Toggle Button in Odoo 17
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 
A gentle introduction to Artificial Intelligence
A gentle introduction to Artificial IntelligenceA gentle introduction to Artificial Intelligence
A gentle introduction to Artificial Intelligence
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.
 
Riddhi Kevadiya. WILLIAM SHAKESPEARE....
Riddhi Kevadiya. WILLIAM SHAKESPEARE....Riddhi Kevadiya. WILLIAM SHAKESPEARE....
Riddhi Kevadiya. WILLIAM SHAKESPEARE....
 
What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptx
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
 
Quality Assurance_GOOD LABORATORY PRACTICE
Quality Assurance_GOOD LABORATORY PRACTICEQuality Assurance_GOOD LABORATORY PRACTICE
Quality Assurance_GOOD LABORATORY PRACTICE
 
Vani Magazine - Quarterly Magazine of Seshadripuram Educational Trust
Vani Magazine - Quarterly Magazine of Seshadripuram Educational TrustVani Magazine - Quarterly Magazine of Seshadripuram Educational Trust
Vani Magazine - Quarterly Magazine of Seshadripuram Educational Trust
 

U-Experience Team11

  • 1. Advantage Card U-Experience Lean LaunchPad Final Presentation – Team 11 Calvin Chen Mark Grundman Ria Kapila # of Customers Consumers Retailers Day 1 8 4 Day 2 20 0 Day 3 6 6 Day 4 13 2 Total 47 12 Business Type: Startup ?
  • 2. Business Model Canvas Cost Structure - Membership card (create & distribute) - Website creation - Marketing Revenue Streams - Direct Sales - Subscription Fees - Point of Sale conversion Key Partners - Retail Shops - Service Companies - 3rd Party Social Networks - Clubs - Charities Key Activities - Selling - Building Website - Retail Partnerships Value Proposition - Monetary Savings (Discounts) - Additional Services - More Business (customers) - Business marketing Customer Relationships - Onboard local boutique retailers - Justify need - Maintain retail relationship - Word of mouth popularity Customer Segments - Boutique Store Retailers looking to expand small business - Students - Immigrants - Females (age 15 - 45) who like to try different boutique services - Customers >> New to the city >> Not loyal to brands >> Money conscious Key Resources - Network of Retail Stores - Savings offered Channels - Web sales of Advantage Card - Retail sales of Advantage Card Day 1 Business Model Canvas
  • 3. Existing Discount Model Customers Restaurants ??? How do I get customers to return?
  • 4. Business Model Canvas Cost Structure - Advantage card (create & distribute) - Website creation - Marketing & advertising - Overhead costs Revenue Streams - Direct Sales of Advantage card - Annual Subscription Fees - Point of Sale conversion - Add-on Services (customer consumption data, etc) Key Partners - Retail Shops - Restaurants - Service Companies (beauty related, Spa) - 3rd Party Social Networks - Clubs (Zagat, Open Table) - Charities Key Activities - Marketing via 3rd Party Social Networks - Card Sales - Building Website - Retail Partnerships - Consumer Partnership Value Proposition - Monetary Savings (Discounts) - Additional Services - More Business (customers) - Perks & Benefits to customers (set by retailers) - New & recurring customers streams - Less severe margin erosion for returning customers - Business marketing - Flexibility of promotions Customer Relationships - Onboard local retailers (restaurants & beauty) - Justify need - Maintain retail relationships - Consumer awareness - Word of mouth popularity - Ensure ease of use - Ensure advantages are honored Customer Segments - Boutique Store Retailers - Health & Beauty Store Owners & Managers - Restaurant Owners & Managers - Young professionals (18-30) - Consultants, Bankers, etc - Students - Females (age 15 - 45) who like to try different boutique services - Customers >> New to the city >> Not loyal to brands >> Money conscious Key Resources - Network of Retail Stores - Personal network of target consumers - Savings offered Channels - Web sales of Advantage Card - Retail sales of Advantage Card - Columbia University - Gourmet Clubs Day 2 Business Model Canvas
  • 5. Total NYC Retail Sales = $78B Total NYC Restaurant/Healt h & Beauty Sales = $40B Target= $5.7M *Projected target value based on comparable service in UK using # of members as a percentage of total population. Applying that to NYC total population and per capita spending yields $5.7M. *Projections based on NYC and is not indicative of total market. Expandable to other cities. Initial Market Size
  • 7. Business Model Canvas Cost Structure - Advantage card (create & distribute) - Website creation - Marketing & advertising - Overhead costs Revenue Streams - Direct Sales of Advantage card - Annual Subscription Fees - Point of Sale conversion - Add-on Services (customer consumption data, etc) Key Partners - Retail Shops - Restaurants - Service Companies (beauty related, Spa) - 3rd Party Social Networks - Clubs (Zagat, Open Table) - Charities - -Seamless.com Key Activities - Marketing via 3rd Party Social Networks - Card Sales - Building Website - Retail Partnerships - Consumer Partnership - App development Value Proposition - Monetary Savings (Discounts) - Additional Services - More Business (customers) - Perks & Benefits to customers (set by retailers) Big prize - New & recurring customers streams - Less severe margin erosion for returning customers - Business marketing - Flexibility of promotions - Exclusivity - -Alcoholic Beverages - Point System (Airline Loyalty) - Curation Customer Relationships - Onboard local retailers (restaurants & beauty) - Justify need - Maintain retail relationships - Consumer awareness - Word of mouth popularity - Ensure ease of use - Ensure advantages are honored Customer Segments - Boutique Store Retailers - Health & Beauty Store Owners & Managers - Restaurant Owners & Managers - Young professionals (18-30) - Consultants, Bankers, etc - Students - Females (age 15 - 45) who like to try different boutique services - Customers >> New to the city >> Not loyal to brands >> Money conscious - Foodies - -Budget - -High Spender Key Resources - Network of Retail Stores - Personal network of target consumers - Savings offered Channels - Web sales of Advantage Card - Retail sales of Advantage Card - Columbia University - Gourmet Clubs -Foodie networks Day 3 Business Model Canvas
  • 9. Proposed Model – Consumer Study NYC Experience Dining Customers Restaurants
  • 10. Customer Discovery: Learning Hypotheses What we were asking What we learned Small benefits upon each visit will drive new customers and make them loyal FALSE • What would you need to go out of your way to try a new place? • What would you need to go back? • What type of perks would enhance the experience and make you loyal? • How do you envision this working? • Would you pay for these benefits? • People want exclusivity and big paydays even if it means waiting or spending more. • People are more likely to try a new place based on monetary incentives but are more willing to return based on non-monetary experiences. • Consumers want an airline model that rewards loyalty. • Consumers will pay • Two types of consumers at opposite sides of spectrum Budget conscious and up front lock-in fee would drive behavior FALSE • If you were to pay up front for perpetual annual benefits would you be more inclined to go back? • What do you look for in a restaurant? • One time deal versus perpetual deals. • Prize experience on par with food • Will pay for that experience • Want exclusivity at higher end restaurants • Willing to try new restaurants if quality is ensured and special perk
  • 11. Business Model Canvas Cost Structure - Advantage card (create & distribute) - Website creation - Marketing & advertising - Overhead costs Revenue Streams - Direct Sales of Advantage card - Annual Subscription Fees - Point of Sale conversion - Add-on Services (customer consumption data, etc) Key Partners - Retail Shops - Restaurants - Service Companies (beauty related, Spa) - 3rd Party Social Networks - Clubs (Zagat, Open Table) - Charities - Seamless.com Key Activities - Marketing via 3rd Party Social Networks - Card Sales - Building Website - Retail Partnerships - Consumer Partnership - App development Value Proposition - Monetary Savings (Discounts) - Additional Services - More Business (customers) - Perks & Benefits to customers (set by retailers) Big prize - New & recurring customers streams - Less severe margin erosion for returning customers - Business marketing - Flexibility of promotions - Exclusivity - Alcoholic Beverages - Point System (Airline Loyalty) - Curation Customer Relationships - Onboard local retailers (restaurants & beauty) - Justify need - Maintain retail relationships - Consumer awareness - Word of mouth popularity - Ensure ease of use - Ensure advantages are honored Customer Segments - Boutique Store Retailers - Health & Beauty Store Owners & Managers - Mid-tier Restaurant Owners & Managers - Young professionals (18-30) - Consultants, Bankers, etc - Students - Females (age 15 - 45) who like to try different boutique services - Customers >> New to the city >> Not loyal to brands - Foodies - Budget - High Spender Key Resources - Network of Retail Stores - Personal network of target consumers - Savings offered Channels - Web sales of Advantage Card - Retail sales of Advantage Card - Columbia University - Gourmet Clubs - Foodie networks Day 4 Business Model Canvas
  • 12. Channels, Get Strategy, Revenue Retailers: • C: Direct Sales • G: Interesting value proposition, distance self away from Groupon • R: Take a transaction cost on rewards spent, no upfront fee Consumers: • C: Direct Sales, Dining clubs and organizations • G: Social Media, network, word of mouth • R: Direct Sales of card, Subscription fee
  • 13. Proposed Model – Retailer Study NYC Experience Dining Customers Restaurants
  • 14. Customer Discovery: Learning Hypotheses What we were asking What we learned Restaurants would be willing to create offerings to increase customer experience in exchange for loyalty TRUE • How do they retain customers? • What type of perks would you be willing to offer recurring customers? • What is the breakdown of your customers segment? • Three types of restaurants - High Traffic - Proximity - Destination • Restaurants already have offerings for their loyal customers • Higher end restaurants aren’t as willing to offer monetary incentives for new customers Restaurants would be willing to use external sites as a channel to advertise and bring in new customers Depends • Have you ever offered discounts, or daily deals through external sites? • How do you feel about the idea of using discounts? • When would you tend to offer these incentives (seasonal/by day or hours)? • How do you currently market or advertise? • All restaurants at some point have tried some sort of discounts • The majority of proximity, higher end restaurants were no longer offering or willing to offer discounts • High traffic, mid-priced restaurants continue to offer promotions for specific times throughout the year • Typically advertise through word of mouth or external sites
  • 15. 4th Day! Major Pivot Focus on Consumer Experience & Become Revenue Streams for Restaurants
  • 16. Business Model Canvas Cost Structure - Advantage card (create & distribute) - Website creation - Marketing & advertising - Overhead costs - Membership card costs - Experience Reservation costs Revenue Streams - Point of Sale conversion - Direct Sales of Advantage card - Annual Subscription Fees - Add-on Services (customer consumption data, etc) - Service mark-up Key Partners - Retail Shops - Service Companies (beauty related Spa) - 3rd Party Social Networks - Clubs (Zagat, Open Table) - Charities - Seamless.com - Restaurants - Museums - Day Trips - Tourist Attractions Key Activities - Marketing via Social Networks - Card Sales - Building Website - Retail & Consumer Partnerships - App development - Club Membership Sales Value Proposition - Monetary Savings/Discount - Additional Services - More Business (customers) - Perks/Benefits to customers (set by retailers) Big prize - New & recurring customers - Less severe margin erosion for returning customers - Alcoholic Beverages - Business marketing - Point System (Airline Loyalty) - Flexibility of promotions - Exclusivity - Curation - Special Experience @ Value for consumers - New Revenue source for partners Customer Relationships - Onboard local retailers (restaurants & beauty) - Justify need - Word of mouth popularity - Maintain retail relationships - Consumer awareness - Ensure ease of use - Ensure advantages are honored Customer Segments - Boutique Store Retailers - Health & Beauty Store - Owners & Managers - Females (age 15 - 45) who like to try different boutique services - High Spender - Mid-tier Restaurant Owners & Managers - Customers: New to the city, Not loyal to brands, Foodies Budget Targeted Retailers: - Owners/managers - Business Development Managers - VP of Sales Consumers: - Young professionals (18-30), Consultants, Bankers - Students - Singles (daters) - Corporate Relationship Managers Key Resources - Savings offered - Network of Retail Stores - Personal network of target consumers & partners - Software - Direct Sales Channels - Web sales of Advantage Card - Retail sales of Advantage Card - Gourmet Clubs - Foodie networks - Columbia University - Tourist Guides - Magazines - Social Networks Day 5 Business Model Canvas
  • 17. Hypothesis What we were asking What we learned Partners: Partners would be willing to offer exclusive services for guaranteed revenue Partners would be willing to allow us 30 day leeway to cancel if can’t hit quota TBD • Would you like to partner up for additional revenue source? • Would you allow us to buy services in bulk for a % discount? • Would you be able to handle a 30 day notice for any bulk reservations through our club? • Willing to partner if business is guaranteed • Need larger sample size to evaluate in near future Consumers: Consumers would prefer exclusive experiences and would be willing to pay for uniqueness TRUE • Would you be willing to be part of a club that gives you special experiences in NYC? • Would you prefer food experience or other intangible experience? • How often would you take advantage of this club for the special offers? • Consumers are willing to pay for experiences • Most of them would prefer both food and other intangible experiences • Most of the consumers would be willing to take advantage of club membership more than twice a month Customer Discovery - Learning
  • 18. Next Steps… • Customer Re-discovery • Further study Competition in market space • Re-evaluate Market Size & positioning • Test & iterate Hypothesis • Go out & interview potential consumers & partners • Identify roadblocks & potential solutions • Update Business Model Canvas • Rinse and Repeat