Contact Tree Team3

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  • 1. Contact Tree It’s your tree. See it. Grow it. 35 Interviews 56 Unique website visitors 11 Sign-ups
  • 2. KP Contact Aggregation: • LinkedIn • Facebook • Google+ • Skype Customer Organizations: Professional Schools Select Companies (ie. Companies who benefit from employees having a strong network) KA Platform Development KR Human (key staff) Intellectual Value Prop Current need: Networking is important, but time consuming and currently not formally managed. Service: Formal management of your network through contact aggregation, visualization, analytics and searchability. Use of personal assistant to reduce user’s time burden. Customer Relation Automated web based service Acquisition: Free service within professional schools Maintenance: value added services Growth: Word of mouth, benefiting companies CH Online (Web) Customer Seg Professionals Students emerging from professional schools Sales facing roles Mass market (personal use) C$ Cost Driven business (automated service) • Staff • Business Development, Legal R$ Subscription fee for advanced service Business Model Canvas Day 1: 26 August 2013
  • 3. What we have learned Facts Extract D1/ D2 Need • Don’t need a simple aggregator of contacts (94% of interviewees) • Need to be able to categorize their network (sub-groups) (75% wanted) • Validated that a reminder or automated service was necessary (81% of our interviews) • Search functionality in LinkedIn and Facebook does not meet standards, but wouldn’t use an additional platform just for search • Time saving is a value proposition – want automated services Customer • 100% of interviewees are on LinkedIn but not necessarily on Facebook Revenue Model • People are 84% don’t want to pay for the product, 16% said they would pay a minimal amount • Focused our value prop by discarding simple aggregation and search function • Discovered a new customer archetype - career services, alumni services, meetups • Changed potential revenue model D3 Need • Prioritized list of people to network with • Personalized yet automated is the winning combination and makes people want to join Customer: • Additional customer type – meet ups and career services • Research on ‘curating’ your list of contacts • Hypothesis of customer acquisition tipping point D4 Competition Landscape • Personal contact manager is a crowded market place with lots of players focus on different feature set Customer interviews: • Personalization very important – smart algorithim to provide meaningful way to connect Get strategy through partners • Career service may not be a valid customer. However, we may consider event organizers with a vested benefit in keeping contacts among attendee • Crucial to differentia ourselves from competitor • Partners need to validated
  • 4. Key Partners Contact Aggregation: • LinkedIn • Facebook • Google+ • Skype Key Activities Web service Development Key Resources Human (key staff) Intellectual Value Proposition • Current need: • Networking is important, but time consuming and currently not formally manage Service: Reduced time and effort  Virtual personal assistant  Easy search through smart analytics Strengthen the quality of networks  Frequency and quality of communication Influencers Strengthen alumni network Customer Relation Automated web based service • Acquisition: Free service within professional schools • Maintenance: value added services • Growth: Word of mouth, benefiting companies Channels Online (Web) Customer Segments • Professionals • Students emerging from professional schools • Sales facing roles • Mass market (personal use) End Users: • Alumni (1 – 5 years) • MBA students Influencers/Reccomen ders: • Alumni Relations Directors, Organizational Professors, Career Services Coach Cost Structure Cost Driven business (automated service) • Staff • Business Development, Legal Revenue Streams • Subscription fee for advanced service • License fee charged to schools • License fee charged to partnership websites Business Model Canvas Day 2: 27 August 2013
  • 5. Customer Archetypes Job seekers • 24-32 • Male and female • Top tier MBA or recent graduates • Active job seeker • 1-3 targeted industry • Working with Career Services • 300+ LinkedIn contacts • Access to targeted industry and exclusive groups • Need super connectors • 26-40 • Male and female • Passive job seekers • 500+ LinkedIn contacts • Care about small inner-circle of 30+ • Time-starved • Need reminder to keep contact Time starved professionals • Advocates of professional networks • Part of their VP is teaching people how to strengthen networks Career Services End User End User Influencer
  • 6. Key Partners Contact Aggregation: • LinkedIn • Facebook • Google+ • Skype Influencers/Reccomender s: • Alumni Relations Directors, Organizational Professors, Career Services Coach Key Activities Web service Development Key Resources Human (key staff) Intellectual Value Proposition • Current need: • Networking is important, but time consuming and currently not formally manage Service: Customer Relation Automated web based service • Acquisition: Free service within professional schools • Maintenance: value added services • Growth: Word of mouth, benefiting companies Channels Online (Web) Customer Segments • Professionals • Students emerging from professional schools • Sales facing roles • Mass market (personal use) • End Users: • Alumni (1 – 5 years) • MBA students Cost Structure Cost Driven business (automated service) • Staff • Business Development, Legal Revenue Streams • Subscription fee for advanced service • License fee charged to schools • License fee charged to partnership websites Business Model Canvas Day 3/4: 27/8 August 2013 Early MBA/Job Seeker Mid career MBA Search Reminder Sub-group Reminder Broadcast with one click Paid Free
  • 7. Dashboard (access to multiple social network) Reminder Subgroup/ prioritized group Network Assessment Visual Display Contact Tree (Free/$ Contactually ($20/mo.) Nimble ($15/mo.) Rapportive (Free) Plaxo ($5/mo.) Xobni ($8/mo.) Competitive Landscape – Value Proposition
  • 8. 90% male MBA 27% finance 45% professional services NY, CA >> IN, NC, UK
  • 9. Key Partners Contact Aggregation: • LinkedIn • Facebook • Google+ • Skype Influencers/Reccomender s: • Career Services Coach • Alumni Relations Directors, • Organizational Professors • Event organizer Key Activities Web service Development Key Resources Human (key staff) Intellectual Value Proposition • Current need: • Networking is important, but time consuming and currently not formally manage Service: Customer Relation Automated web based service • Acquisition: Free service within professional schools • Maintenance: value added services • Growth: Word of mouth, benefiting companies Channels Online (Web) Direct sales Customer Segments • Professionals • Students emerging from professional schools • Sales facing roles • Mass market (personal use) • End Users: • Alumni (1 – 5 years) • MBA students Cost Structure Cost Driven business (automated service) • Staff • Business Development, Legal Revenue Streams • Subscription fee for advanced service • License fee charged to schools • License fee charged to partnership websites Business Model Canvas Day 5: 30 August 2013 Job Seekers • 24 – 32, M/F, top tier MBA or recent graduates, work with career services Time starved Professionals Search Reminder Reduce time and effort Suggested personalized interactions prioritization of network Sub-group Reminder service Broadcast with one click Free Free Paid Meet ups / Event organizations Drive repeat business by increasing quality of connections made
  • 10. What we are going to do next Today To-do Customer Segments • Early-stage MBA/job seeker • Mid career MBA • Meetups / event organizer • Test other industry professionals (ie. Lawyers) • Adwords campaign to test sign up rate • Test value proposition through customer interviews with business development leads Revenue Stream • Free for end user • Event meet up • Test pricing with meet up organizations (interviews) • Test pricing with end users (current hypothesis testing in progress through website, $4.99 – $19.99 per month) Key Activities • Web service development • Validate algorithm to automate service
  • 11. Backup
  • 12. Market Size Total; G8 Top 20 Professional Schools Current: 2.5 M Alumni: 12.5 M Accessible Customers Current: 1.9 M Alumni: 9.4 M Top 20 MBA schools MBA: 180K 30K Current, 150K alumni Assumptions: American Top 20 Professional Schools Columbia 25K X 20 schools X 5years X 5 countries (for G8 including size difference) = 15 M % of people able to access web based service – 75% 100% 75% 1%
  • 13. Channels Contact Tree Direct Sales E-Commence (Contacttree.wordpr ess.com) MBA Students MBA Alumni MBA Career Service Partnership Social Networks