LyteSpark is a videoconferencing solutions business. All its services are hosted in the cloud. Two solutions exist – a packaged solution or a component solution. Following requirements had to be undertaken: • Assessment the current customer profile and determine whether it should be accepted or developed more fully to include ‘new’ customer segments. • Test findings from the above by qualifying customer interest. • Clear definition of the target customer(s) and explanation how these customer groups can located and identified. • Evaluation of how awareness could be raised with these target customers and link this to ‘first conversion’ in an effort to link marketing to sales based measures. Primary outcome: a definable customer group(s) and a plan of how to convert them to LyteSpark customers

1. Hult MIM 2015 Group 8
Selene Santero
Hajra Hussain
Alejandra Castro
Maria Evstafyeva
Deniz Taktak
George Giannoulis

2. Timeline
Dec. 2014
20th. Jan 2015
Now Funding Round
Phase 1 Phase 2
• website recommendations
• create awareness
• prepare for next phase
• focus on EDU
• establish key partnerships
• create CRM

3. Phase 1

4. Current market situation
• videoconferencing solutions are diffusing
into many different markets today
!
Lower costs for the company:
➡ travel costs reduced
➡ maintenance costs reduced
➡ „No More Lost in Translation“
➡ productivity loss remains minimal
➡ closer relationships with clients
!
Lower CO2 emissions:
➡ videoconferencing tools enable
companies to by-pass travelling
➡ huge costs are expected by 2020 in
terms of CO2 emissions

5. Website Main Page
• horizontal menu usage
➡ only Blog, Pricing and API options
➡ no focus on a target segment
➡ possible additions: pages explaining the program
• blog needs frequent updates
➡ last update done in 2013

6. Facebook
• 3 likes on Facebook
➡ Microsoft Lync has nearly 52K likes
• nearly all updates have been done on the same day
• latest video that was uploaded has no sound
• suggestions:
➡ tutorials
➡ LyteSpark’s story: personal approach and shows the human side of
the company
➡ sponsored Ads on FB and Google

7. Twitter
• keep the page fresh and relevant
• Twitter is a great tool for customer support
• account can be linked with Facebook page; simultaneous updates
• promoted Posts

8. Testimonials – PROS
easy to use with personalisation abilities unmatched by its competitors
usage of HTML5 is a huge plus; no downloads necessary unlike Skype
for SMBE and start-ups: great tool to use
rooms work seamlessly without any issues
working on a Mac without any problems is a huge advantage
document sharing, especially presentations (ppt) is excellent
easy to implement the software for social purposes

9. Testimonials – what needs improvement
browser support, especially for Safari and IE must be improved
mobile app needs to launched as soon as possible
browser extensions are not commonly used in the corporate environment
‚Interview Room‘: the amount of time is fixed at 30 minutes
render issues regarding mobile and browsers
it could offer an option to record meetings for later use
offer administrative options for more suitability in the business world

10. Phase 2

11. The situation at the moment in Education
• tuition fees are increasing while public funding for
educational institution is decreasing
!
• enrolment is declining
!
• expanding global middle class and demand for higher
education in the developing world

12. The Economist Survey
expanding abroad through
physical campuses, online
presence or other means
increasing recruiting of
international students
no clear outcome
• online and distance courses will have the greatest impact
on how education is delivered in the next 5 years
!
• online and hybrid courses will attract more students and
bring more revenue to their universities
!
• digital programmes are allowing students to lower their
own costs and shorten time to degree

13. What are your top three strategies to offset
declining revenues? (% respondents)
•30% of the universities consider adding online courses as a strategy
•more than 6 in 10 say that online learning tools will help reach more
students and expand globally
•virtual courses reduce costs associated with offering on-site classes

14. Opportunity for LyteSpark
• 51% are considering to establish an overseas physical
site to strengthen their international presence
!
• huge costs are involved (rents, salaries, constructure
costs)
!
• LyteSpark could act as the learning tool universities are
looking for

15. E-Learning Economy
• global education expenditure from
2014-2030 is expected to grow by
95% (Euromonitor International
Research)
• in 2018 the EduTech market is
expected to reach $60 B

16. E-Learning Forecast
$51.5 B 7.9 %
worldwide e-learning
market by 2016
annual worldwide
growth rate over the
period 2012-2016

17. Emerging Market: Asia
$7.1 B
2013 revenues
17.3%
annual growth rate
$11.5 B
revenues by 2016
adoption of mobile
technology
demand for
contents
strong
government
initiatives
ASIA

18. Emerging Market: Latin America
$1.4 B
2013 revenues
14.6%
annual growth rate
$2.2 B
revenues by 2016

19. Established Market: North America
$23.8 B
2013 revenues
4.4%
annual growth rate
$27.1 B
revenues by 2016
TRENDS
video
(more human)
PPT
(more impersonal)

20. Skepticism about E-Learning
the real learning
experience is missing…!?!
no networking…!?!

21. Clear Value Proposition
lower or eliminate travel costs
fit learning to individual schedule
pace of knowledge is defined individually
advance careers without interrupting them

22. Target customer group
EMBA
students
avg. age 38
69% male
31% female
profile:
•executive Master of Business Administration programs developed to
meet the educational needs of managers and executives
•degree in two years or less while working full-time
•participants come from every type and size of organisation,
representing a variety of industries
•EMBA students typically have a higher level of work experience, often
10 years or more

23. EMBA market
avg. EMBA fees:
$130,000
avg. EMBA fees:
$40,000
offline online
avg. EMBA
salary:
$175,000
66% require a
global trip
salary travel

24. Continuous education is considered strategic
does ongoing education
have a positive impact on
job performance?
does ongoing education
factor into promotion
and advancement?
does ongoing education
affect compensation
and salary?

25. Universities offering EMBA programs

26. How to reach this customer group?
• strategic partnerships with major universities
➡ start with Hult
• networking events
➡ attend education fairs
➡ effective use of LinkedIn
• take advantage of the ‚Buzz‘ created during Phase 1

27. Competition
started by Stanford
professors in 2012. For
profit
5+ million students
532 courses
107 partner schools
students from 190
countries
started by Harvard and
MIT in 2012. Non profit
1.65 million students
125 courses
30 partner schools
students from 225
countries
started in 2012. For profit
1.8 million students
33 courses
16 partner schools
students from 190
countries

28. LyteSpark’s competitive advantage
EMBA
students
EDU
bipolar relationship
•LyteSpark is offering a platform with personalisation features, sharing
possibilities and the ability of virtual class participation
•partner universities offer first class teaching staff
•major partnerships offer credibility and trust
•other competitors do not have student services or academic support
as they are not a university
the value proposition for
institutions: a highly
personalised software that
fits their teaching objectives

29. Requirements
• LinkedIn integration
• applications for mobile devices
• adjustments on existing pricing model
• tutorials
• online customer service for problems that might occur

30. Customer Journey
1
23
4
5
6
7
8
Engagement
phase
graduation
follow-up
mail
ask about possibilities
to integrate LyteSpark
Prospect
phase
Acquisition
phase
0
EMBA
program
choice
first experience
with LyteSpark
ask for feedback
from both sides
start first personal
interaction with
students
tutorials about how to
use the productstart the
learning process
Goal: integrate LyteSpark
in businesses of EMBA
students

31. CRM
Monitoring
create CRM during the entire journey of the students
gather customer insights
establish new business opportunities

32. THANKS ;-)

33. References
• Docebo S.p.A., (2014). E-Learning Market Trends & Forecast 2014 - 2016 Report. [online] Available at: https://
www.docebo.com/landing/contactform/elearning-market-trends-and-forecast-2014-2016-docebo-report.pdf [Accessed 4
Dec. 2014].
• Hougan, S. (2014). Start-ups a Key Contributor in the Rapidly Growing eLearning Market. [online] Lambda Solutions.
Available at: http://www.lambdasolutions.net/blog/2014/12/start-ups-key-contributor-to-rapidly-growing-elearning-market/
[Accessed 4 Dec. 2014].
• The Economist, (2014). Higher education in the 21st century: Meeting real-world demands. [online] Available at: http://
www.economistinsights.com/sites/default/files/EIU_AcademicPartns_WEBr1.pdf [Accessed 4 Dec. 2014].
• The Economist, (2014). The digital degree. [online] Available at: http://www.economist.com/news/briefing/21605899-staid-
higher-education-business-about-experience-welcome-earthquake-digital [Accessed 4 Dec. 2014].
• The Best Schools, (2011). The 10 Best Executive MBA Programs | The Best Schools. [online] Available at: http://
www.thebestschools.org/blog/2011/12/27/10-executive-mba-programs/ [Accessed 9 Dec. 2014].
• How Much Does A Top Executive MBA Cost? | Poets & Quants for Executives. [online] Available at: http://
poetsandquantsforexecs.com/2014/07/22/how-much-does-a-top-executive-mba-cost/ [Accessed 9 Dec. 2014].
• Cost of Online MBA Programs - Low-Cost and Best Value Schools. [online] Available at: http://www.onlinemba.com/guide/
school-by-school-cost-of-online-mba-programs/ [Accessed 9 Dec. 2014].
• Best Executive MBAs EMBA Marketing 2014/2015. [online] Available at: http://www.mbastudies.com/EMBA/EMBA-
Marketing/ [Accessed 3 Dec. 2014].