2. Welcome to Day 5!
Order of Presentations
1. Diagnosly
2. Factabase
3. eFood
4. Kadak (Tea Lab)
5. Mobile Marketing
6. Jiae
7. DEN (FavorNet)
8. TVM Technologies
9. Social Crowd
10. YSN
11. Table Compass (FidelEat)
12. Bakamba
13. Pulze
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
Each team will have 15 minutes to present and for Q&A
3. 14 New (59 Total) Interviews
Thomas Jonathan Melissa Nina Tim Vladimir
Friday – Day 5
Diagnose your health
from anywhere
5. 5
• 15% Commission
DIAGNOSLY - Yesterday
• 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
6. 6
• 15% Commission and SPIFs
DIAGNOSLY - Thursday
• 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
Self Insured
Companies,
Insurance, Medicare,
Medicaid
Providers
General Practitioners,
Midwives, Nurses,
Office Manager,
Specialists
• 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
• Self-insured co’s
• Independent Sales
Reps
• Marketing support for interest
generation
• Testing fees (per test/kit)
• Subscription
• Data acquisition fee
7. 7
Payer Discussions
OTC: FSA & Insurance cannot
reimburse OTC
CPT: Review indicates that some home
diagnostics have data acquisition codes
A major reason companies self insure is
that they can include this type of items
in plan
- Also likely to provide ready third party
MD/Nurse Hotline
8. CONFIDENTIAL 8
Diagnosly Ecosystem
Patients
Online Health Services
(3rd Party)
DIAGNOSLY
PLATFORM
Cloud & Data
ServicesPhone,
Tablet, and
Web
Applications
Medical Devices (OEMs)
Primary
Physicians
Payers
Pharmacy
Remote
MD/Nurseline
Independent
Representatives
9. CONFIDENTIAL 9
Primary Archetype – Day in the life
Before Diagnosly
Heather, 36:
3rd time expectant mom
• 10pm: Noah (5 yrs) comes out to say that his throat hurts
• Mom uses artery thermometer
• Temperature is 101
• Mom gives him Tylenol and lozenge, puts him back to bed
• 7am: Noah still complaining of sore throat, looks pale, swollen
glands, fever still at 101
• 8am: Mom calls dr office as soon as it opens, makes appt for
11am
• Noah gets popsicle and watches TV with Ryan (3 yrs)
• Mom calls school to let them know Noah won’t be there, calls
Ryan’s ju jitsu class to cancel for the day
• 10:30am: Mom, Noah and Ryan go to drs office, wait 20 min in
waiting room, 20 min in exam room, take strep test, wait for
results, get prescription called in (Noah and Ryan are VERY
bored)
• Noon: Mom, Noah, and Ryan go to Walgreen’s to pick up
prescription
• 12:30: Arrive home and give Noah antibiotic, take a Valium
12. CONFIDENTIAL 12
My Devices
Home Reports Inbox
3
My Devices
Ear Infection Detector
Last Used: 4/20/12
WheezOmeter (Asthma)
Last Used: 4/15/12
Strep Throat Test
Last Used: 3/25/12
Thermometer
Last Used: 2/18/12
21. CONFIDENTIAL 21
Home Reports Inbox
3
Reports
My Devices
Strep Test Results
4/20/12 11:05 AM EST
103 mcL
32 mcL
1343 c/
1535 c/
10
342 mg/
White Blood Cell
Red Blood Cell
Hemoglobin
Hierocratic
Platelets
Strep
Live
Consult
22. CONFIDENTIAL 22
My Physicians
Home Reports Inbox
3
My Devices
Dr. Anne Miller, MD
OB/GYN
Last Contact: 3/29/12
Dr. Steve Blank, MD
Entrepreneurology
Last Contact: 4/20/12
Dr. Mike Johnson, MD
Pediatrician
Last Contact: 4/14/12
23. CONFIDENTIAL 23
Primary Archetype – Day in the life
After Diagnosly
• 10pm: Noah (5 yrs) comes out to say that his throat hurts
• Mom uses artery thermometer
• Temperature is 101
• Mom swabs his throat and does a Diagnosly Strep Test which
comes back positive
• Diagnosly sends results to central server, runs confirmation
scan and calls in prescription to 24 hour pharmacy
• Noah takes Tylenol and lozenge
• 10:30: Jason (dad) goes to pharmacy to pick up prescription
• 11pm: Noah takes antibiotic
• Everyone goes to sleep
• 8am: Mom calls Noah in sick to his school
• 11am: Noah goes with Mom to watch Ryan’s ju jitsu class
24. CONFIDENTIAL 24
Adword Campaign • Signs of market
demand among
target segment.
(young parents)
• Signs of broader
demand for home
diagnostic tests.
30. 30
DIAGNOSLY - Monday
Patients
Device Makers
Physicians
Payers
Researchers
What they want:
• Fewer hospital
visits (spend less
time, and money)
• On-demand testing
• Frequent testing
• Access to test data
• Integration with
other health data
• Privacy, security
• R&D
• Tech support
• Partner sales &
support
• Customer support
Problem / Need –
1. Medical diagnostic
tests cannot be
conducted effectively
outside of a hospital or
clinic.
• Diagnostic and
monitoring device
OEMs
• Lab-on-chip OEMs
• Health networks
• Testing labs
• Clinical research
companies
• Online health service
providers
Getting from them:
• Hardware to conduct
diagnostic tests
• Access to customers
Payment process
Giving them:
• A platform
• Mobile connectivity
• Data mgmt
• Integration with online
health ecosystem
• People (R&D)
• Tech infrastructure
• Customer acquisition
• Testing fees (per test)
• Monthly subscriptions (freemium model)
• Online (direct)
• Physicians
• Hospitals
• Clinics
• Health
networks
• Industry experts
• Engineers and
designers
• IP experts
• Privacy experts
• Lawyers
Get customers:
• Partnerships
• Online marketing
Keep + Grow:
• Quality service and
• user experience
2. Developing and
maintaining proprietary
software for each device
is expensive
3. Integrating patient
data is hard
Key Features –
Provide an easy way for
diagnostic devices to
connect to the internet,
so that patients and
physicians can run tests
and access their data
from anywhere.
31. 31
DIAGNOSLY - Tuesday
• R&D
• Tech support
• Partner sales &
support
• Customer support
• Convenience of time
and place
• Reduced cost for
uninsured or high
deductible plan
subscribers
• Diagnostic and
monitoring device
OEMs
• Lab-on-chip OEMs
• Health networks
• Testing labs
• Clinical research
companies
• Online health service
providers
Getting from them:
• Hardware to conduct
diagnostic tests
• Access to customers
Payment process
Giving them:
• A platform
• Mobile connectivity
• Data mgmt
• Integration with online
health ecosystem
• People (R&D)
• Tech infrastructure
• Customer acquisition
• Testing fees (per test)
• Monthly subscriptions (freemium model)
• Online (direct)
• Physicians
• Hospitals
• Clinics
• Health
networks
• Industry experts
• Engineers and
designers
• IP experts
• Privacy experts
• Lawyers
Get customers:
• Partnerships
• Online marketing
Keep + Grow:
• Quality service and
• user experience
• Reduced cost and
increased quality of
software
• Lower costs due to
reduced visits, less
fraud and consistent,
comprehensive data
Consumers
Families (primarily
mothers) in the fertility
testing, pregnancy, and
early childhood phase
Device Makers
Makers of at-home
monitors and
diagnostic devices
Payers
Insurance, Medicare,
Medicaid
Providers
General Practitioners,
Midwives, Nurses
• Improved patient
outcomes
• Earn more money via
focus on higher value
procedures
32. 32
DIAGNOSLY - Wednesday
• 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/Regulator
y 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
33. 33
• 15% Commission
DIAGNOSLY - Thursday
• 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
34. 34
• 15% Commission and SPIFs
DIAGNOSLY - Friday
• 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
Self Insured
Companies,
Insurance, Medicare,
Medicaid
Providers
General Practitioners,
Midwives, Nurses,
Office Manager,
Specialists
• 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
• Self-insured co’s
• Independent Sales
Reps
• Marketing support for interest
generation
• Testing fees (per test/kit)
• Subscription
• Data acquisition fee
35. TEAM FACTABASE
Comprehensive Business Statistics on Developing
Economies
Day 5: 6 Interviews (48 Survey)
Mary Leong, Alexis Farfaro, Calin Bota, Prosasty Chaudhuri,
Bader AlKahtani
36. HYPOTHESIS TESTING
Channels
Hypothesis Experiment Finding
Interview /
Survey
• There’s a need for a direct
sales team
• Individual users will be acquired
online through search engines
Revenue
Streams
• Pricing and volumes Interview /
Survey
Inconclusive /
needs more
thought
Customer
Segments
• I-banks are the only segment
within financial firms
• Professionals with per project
needs (Entrepreneurs,
Investors, etc…) are a
segment interested in this
Interview /
Survey
37. 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
• 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 3
• Direct Sales
• Online Sales
Pay as you go
38. 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
• Investment
Banks and
Commodity
Traders
• 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 4
• Direct Sales
• Online Sales
Pay as you go
Still unclear how to approach individual users.
- 50% of respondents had an interest in business
statistics on developing markets and ALL of which
faced serious challenges getting access to them.
- From the people that faced challenges, the vast
majority did not pay a subscription to a service if the
tables they needed were on a premium service –
However, when asked if they would be interested in
premium tables sold on a per project basis, all were
extremely excited about this offering.
- The expected prices per table were very diverse
ranging from $10 to $200.
39. HYPOTHESIS TESTING
Channels
Hypothesis Experiment Finding
Interview /
Survey
• There’s a need for a direct
sales team
• Professionals would use their
credit cards to buy a table - and
expense it to their companies
Revenue
Streams
• Pricing and volumes Interview /
Survey
Inconclusive /
needs more
thought
Customer
Segments
• Financial Services Firms are a
segment on their own
• Individual users (i.e. individual
professionals) are a segment
Interview /
Survey
40. 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
41. 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 4
• Direct Sales
- No VP of Sales,
personal prospection
from founder for key
accounts
- Sales admin
• Online Sales for
individual professionals
(paypal and credit card)
Pay as you go
42. 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.
• 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
- No VP of Sales,
personal prospection
from founder for key
accounts
- Sales admin
• Online Sales for
individual professionals
(paypal and credit card)
Pay as you go
• Management
Consultancies
• Investment
Banks and
Commodity
Traders
• Market
Research Firms
• Educational
Institutes
• Professionals/E
ntrepreneur
“Access
through an
excel interface
is very
important”
43. HYPOTHESIS TESTING
Channels
Hypothesis Experiment Finding
Interview /
Survey
• There’s a need for a direct
sales team
• Individual users will be acquired
online through search engines
Customer
Segments
Revenue
Streams
• Financial Services Firms are a
segment on their own
• Individual users (i.e. individual
professionals) are a segment
• Pricing and volumes ??
Interview /
Survey
Interview /
Survey
Inconclusive /
needs more
thought
44. • Focusing on priority segments:
– Management Consultancy, 100+ consultants
– Investment Banking, 500+ employees
850 accounts
$86 million spent
on databases
with potential for
growth
Based on census
generalized to world
+ interviews
FACTABASE:
$13 million
Based on $50/table or
$15,000/subscription
+ interviews
MARKET SIZE AND REVENUE HYPOTHESIS
45. What are the most important costs inherent
in our business model? Fixed? Variable?
• Management
Consultancies
• Investment
Banks and
Commodity
Traders
• Market
Research Firms
• Educational
Institutes
• Professionals/E
ntrepreneur
• Automated
Services• 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
- No VP of Sales,
personal calls from
founder for key
accounts
- Sales admin
• Online Sales for
individual professionals
Unique access
to valuable
official
statistics on
developing
economies in
a Convenient,
Reliable and
Cost effective
way
Per-table sale option (with pay as you go
option for large accounts)
46. Factabase
What are the most important costs inherent
in our business model? Fixed? Variable? How do we make money? What’s the revenue
model? Pricing tactics?
FILL OUT ALL 9 BOXES OF THE CANVAS IN ORDER 1 THUR 9
A one stop shop
for all public
statistics on the
GCC.
A top notch user
interface with
export options
Advanced
Charting tools
Monthly Reports
Management
Consultancies
Local
Companies
International
Companies
interested in
the region
Direct Sales
Online Sales
• Personal
Assistance
• Self Service
• Subscription service based on:
• Duration of use
• Coverage of content
• 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)
47. FACTABASE
What are the most important costs inherent
in our business model? Fixed? Variable? How do we make money? What’s the revenue
model? Pricing tactics?
FILL OUT ALL 9 BOXES OF THE CANVAS IN ORDER 1 THUR 9
Enhancing access to
public statistics on
emerging markets that
often have issues
relating to:
1) Availability:
Believed to be non
existent or are
difficult to find.
2) Convenience:
Require multiple
steps to prepare
them for use and/or
compare multiple
tables from multiple
sources.
Through a user friendly
one-stop setting with
easy search,
visualization and export
options.
Companies and
individuals with a
need for detailed
public statistics on
Emerging Markets.
• Frequent and
comprehensive
(Financial services,
consulting, Media,
Universities and R&D)
• Frequent and
sector/country
specific (Ad Agencies
and Market Research)
• Non-frequent and
comprehensive
(Individuals or Students)
• Non-frequent and
sector/country
specific
(Entrepreneurs,
International investors)
• Online
• Direct Sales
• Automated Services
• Personal assistance
• Co-creation
• Subscription model (comprehensive or
sector/country specific) for premium tables
• Per-table sale options for premium tables
• Ad-based model for free tables
• API access for application developers
• Special pricing for customized reports
• 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)
48. What are the most important costs inherent
in our business model? Fixed? Variable?
Enhancing access to
public statistics on
emerging markets that
often have issues
relating to:
1) Availability:
Believed to be non
existent or are
difficult to find.
2) Convenience:
Require multiple
steps to prepare
them for use and/or
compare multiple
tables from multiple
sources.
Through a user friendly
one-stop setting with
easy search,
visualization and export
options.
Companies and
individuals with a
need for detailed
public statistics on
Emerging Markets.
• Frequent
(Consultancies)
• Non-Frequent
(Financial Services,
Entrepreneurs,
Individuals, News
Agencies)
• API access
(special datasets)
• Online
• Direct Sales
• 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 1; FOCUSED CUSTOMER
SEGMENTS, RELATIONSHIPS, CHANNELS AND REVENUE STREAMS
49. 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
• Non-Frequent
- Professionals
- Entrepreneurs
- Students/Professo
rs
• Automated Services
• 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; FOCUSED CUSTOMER
SEGMENTS, RELATIONSHIPS, CHANNELS AND REVENUE STREAMS
• Direct Sales
• Online Sales
Pay as you go
50. 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 3
• Direct Sales
• Online Sales
• Management
Consultancies
And Investment
Banks
• Market
Research Firms
• Educational
Institutes
• Professionals/E
ntrepreneur
Unique access
to valuable
official
statistics on
developing
economies in
a Convenient,
Reliable and
Cost effective
way
51. What are the most important costs inherent
in our business model? Fixed? Variable?
• Management
Consultancies
• Investment
Banks and
Commodity
Traders
• Market
Research Firms
• Educational
Institutes
• Professionals/E
ntrepreneur
• Automated
Services• 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
- No VP of Sales,
personal calls from
founder for key
accounts
- Sales admin
• Online Sales for
individual professionals
Unique access
to valuable
official
statistics on
developing
economies in
a Convenient,
Reliable and
Cost effective
way
Per-table sale option (with pay as you go
option for large accounts)
52. Your Groceries… in the 21st Century
170 interviews + 15 partner meetings +
Google ads + survey + website visits
Jyotsna Gianluigi Kerli Brian Dimitar Camilla
58. Recipe and online shopping solutions exist - > millions of users
No inventory and integrated solutions!
Co-opetition – Clear interest from retailers
61. • Weekly meal plans
• Single guys a potential customer segment
• «Dial-a-Chef» - > «Impress the Date!»
• Link to social media
• My Recipe Book (add and edit)
62. Revenue (2 Sided Platform)
• Consumers: Free App (Users in year 500K))
• Advertising Revenue ($ 3-4 /1000 impression)
• Commission on retail orders
(starting in month 7th – 4-5% of online sales)
Costs
• Research & Development ($200K)
• Sales and Marketing (10% of sales)
63. • You must get out of the building - you WILL
discover the unexpected
• It is OK to Pivot
• It’s challenging to work in a newly formed
team under the time pressure
• Communication is critical
64. E-Food
• End-users:
- Single households
(students / young
professionals)
- Family busy mums
- Seniors
• Small HoReCa
businesses
(restaurant chain)
• Platform
management
• Platform promotion
• Marketing & sales
tool
• Providing direct
access to information on
consumption behaviour
of users
• Increased loyalty
through benefit to users
• Grocery Distributors
to stores / horeca
sector
• Apple / Android
Platforms
• University campuses
(tech clubs)
• OEM hardware
manufacturers
• Platform management and development
• Customer acquisition costs
• Cost for service premium users • transaction fees on online purchases
(from supermarkets)
• add revenues
• Sales force
• Platform
• Customer base
• Human resources
1
3
2
5
6
7
8
9
• Save time (finding and
delivery)
• Reduce costs (waste,
best deals)
• Diet advisory
• Recipes management
& recommendations
• Automated services4
• Grocery Retailers
• Distributors (Food)
• Basic app is for free
• Selling smartphone apps and extra services - freemium
• Selling hardware (scanning devices)
• Smartphone apps
market
• web sales
• Household appliance
store for scanners
(Premium users)
• Automated mass
customization based
on past consumption
patterns &
reccomendation
analyses
End
user
FMCG
retailers
Multi-sided platforms
DAY 1
65. E-Food
Online and Offline End-
users:
- Family busy mums /
working fulltime
- Higher income
- Willing to pay for
convenience
(headspace)
• Platform
development &
management
• Platform promotion
• Marketing & sales
tool
• Providing direct
access to information on
consumption behaviour
of users
• Increased loyalty
through benefit to users
• Grocery Distributors
to stores / horeca
sector
• Apple / Android
Platforms
• University campuses
(tech clubs)
• OEM hardware
manufacturers
• Delivery company
(fresh direct)
• Content providers
• Platform management and development
• Customer acquisition costs
• Cost for service premium users • transaction fees on online purchases
(from supermarkets)
• add revenues
• Sales force
• Platform
• Customer base
• Human resources
• Software developers
• Partners relationship
managers
1
3
2
5
6
7
8
9
• Save
- time
- money
• Value added
- Diet advisory
- Recipes
management
• Automated services4
• Grocery Retailers
• Distributors (Food)
• Basic app is for free
• Selling smartphone apps and extra services - freemium
• Selling hardware (scanning devices)
• Smartphone apps
market
• web sales
• Household appliance
store for scanners
(Premium users)
• Automated mass
customization based
on past consumption
patterns &
reccomendation
analyses
End
user
FMCG
retailers
Multi-sided platforms
DAY 2
Key Insight:
CUSTOMER DEMAND for inventory app??
YES! – KEEP GOING!!
Key Changes:
Refine customer segment and value
proposition
66. • 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.com
• 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 3HoReCa
Key Insights:
PUPIL DILATING INTEREST and WTP for inventory
+ recipes
App converts in store customers online
Key Changes:
Identified key potential retail partner (Bevinco)
Understood our B2B value proposition.
Redefined customer segment
67. 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)
Consumers DAY 4Advertisers
In-person dedicated
(Ad sales)
Indirect
Partner Stores
Direct
Advertisers
Deliver targeted
Advertising
Display ads, recommendations
MULTI-SIDED PLATFORM
Advertiser
Retailers
Key Insights:
Concept validated
Customers willing to scan / record inventory
Sales delivery partners are NOT small retailers
Opportunity to integrate
Advertising channel
Key Changes:
Pivot to TRACK – DECIDE – BUY (not recipe
service)
Refined revenue model: Paid App, revenue
sharing with large retailer, advert revenue.
68. 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
• Large retailers
(Physical & Online)
(Freshdirect,
Dagostino’s Eden
Garden)
• Apple / Android
Platforms
• Content providers
(Recipes etc.)
• Platform management and development ($200k)
• 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
• Social
4
Physical Retailers
Online Retailers
• FREE APP
• 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)
Consumers DAY 5Advertisers
In-person dedicated
(Ad sales)
Indirect
Partner Stores
Direct
Advertisers
Deliver targeted
Advertising
Display ads, recommendations
MULTI-SIDED PLATFORM
Advertiser
Retailers
Key Insights:
Users loved the app
Desire for extended soft user functionality
Interest from large retail partners
Key Changes:
Free App
69. 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
• Large retailers
(Physical & Online)
(Freshdirect,
Dagostino’s Eden
Garden)
• Apple / Android
Platforms
• Content providers
(Recipes etc.)
• Platform management and development ($200k)
• Customer acquisition costs
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
• Social
4
Physical Retailers
Online Retailers
FREE APP
Direct
App Store
In –person dedicated
(Relationship Manager)
Consumers FINAL CANVASAdvertisers
In-person dedicated
(Ad sales)
Indirect
Partner Stores
Direct
Advertisers
Deliver targeted
Advertising
Display ads, recommendations
MULTI-SIDED PLATFORM
Advertiser
Retailers
70. Adeem Fenster
Shashi Shrimali
Stella Chan
Sanjay Bharadwaj
Richard James
Neeraj Lal
Total Interviews: 242 to date
(21 in person + 42 online + 3 mall visits + 2 store manager interviews yesterday +
BUILT A WEBSITE!)
Authentic Asia Tea T4U
72. Click the step that’s most important to your tea experience
73. Like the
idea
86%
Hate the
idea
1%
I wish the
idea were...
13%
Testing the Kiosk Concept
Coffee
19%
Cold tea
drinks
22%
Food
28%
Pastries
24%
Other
7%
What are we missing?
10%
10%
24%
41%
41%
59%
Setting how long I want my tea to
boil
Something else...
Having someone make the tea for
me
A lounge to hang out and enjoy my
tea
Remebering the way I made my
tea so I don't have to do it again
Choosing the tea leaves that I
want
What's most important?
Absolutely
49%
Maybe
33%
No way
10%
Only if...
8%
Would you buy?
Validation but still needs improvement…
75. 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
76. 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
77. How will we Get, Keep
and Grow Customers?
• Unique, customized tea, their
way
• Consistent quality
• Increase product variety
• loyalty program TEA I.D.
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 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
• Cool experience / social
setting for tea
• Tea w/out tea bags
What are the Key Features
of our product that match
customers problem/need?
• taste of our tea (quality)
• Experience
• 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?
• 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
78. 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
79. • Unique, customized
tea, their way
• Consistent quality
• Increase product
variety
• TEA I.D.
• Tea Pots
Tea Lab – 04/20/2012
Mall shoppers
repeat customers
health conscious
customers
Customers looking
for a fun new
experience
The rising teen
Healthy parents
Undergrads
Custom tea their way!
Fun/unique ingredients
Have us make your tea
education of tea
cool place to hang out
Purchasing raw material
BRAND – Tea Lab
Brewing tea
Setting up kiosks
Advertising, & marketing
Setting up customer
feedback channel and
analysis
• Product mix creation
• Hiring + training
consumer don’t have
access to quality tea
outside the home
Formula/proportions
are off
Tea the “way I like it”
outside the home
Taste of our tea
(quality)
The availability of
tailored flavor
Remember me
Experience
Cool experience /
social setting for tea
• Tea
manufactures
• Mall managers
• Other raw
material
suppliers
Kiosk
manufacturers
Restaurant
utensils/hardwar
e suppliers
Milk, sugar,
Splenda, tea
leaves, cups,
spices
Equipment
Fixed
Rent
Equipment, furniture and fixtures
Variable
Raw materials & supplies
Employee salaries
• Mall kiosks
• Online sales for home consumption
• Flagship store
• Data – based on the TEA ID card!
• Tea lab kiosks
• Flagship store
• Money
• Custom kiosks
• POS system to track
I.D
• HR for hiring &
training
• Tea brewing
equipment
80. Walk
in with
an idea
End of
day 2
End of
day 1
End of
day 3
End of
day 4
Our Journey in this class ……
Beginning
Day 1
81. Marketing campaign
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: 22 restaurants,
17 customers,
2 channel partner, 2 telecom, 2 medical,
82. 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
83. 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
84. 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
85. Market Size
US
600,000
New York
28,000
Mid Level
8,700
- Restaurant expenses in the mid
level range for
marketing/discounting is within
$750-$1,000
- Assuming a 30% market share
and a fixed monthly fee of $200
annual revenue is $6.2M
91. Web Portal
Customers Statistics
- Sales
- Average Expenditure
- Frequency
Marketing summary
- Subscribers
- Consumption patterns
- Promotion Results
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 4
- 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 5
Mid priced level
restaurants
Website and
Mobile App
development
Marketing &
Sales
‘Tailored’
marketing to
existing customers
New customer
acquisition
Expenditure
analysis
Increase profit
Increase customer
loyalty
Merchant
processing service
provider
Software (technology) development(fixed),
marketing/sales (variable), IT
Infrastructure(fixed/variable)
Campaign fee, Monthly Subscription fee
- Direct sale
People, IT
infrastructure,
Payment Processing
Network
Functionality
Demo
Switching cost
Targeted
promotion
information
Age group 30-45
years
Free
Economic benefit
Reward program
Web portal,
Visited restaurants,
App store
- Restaurants
databases
- Online advertisement
- Review websites
- Restaurants
- search engines
Build and Support
marketing Campaign
templates
Relationship building
Telecom Infrastructure,
Marketing Strategies for
Restaurants
Provide cheaper
alternative to discounter
websites
Customizable
marketing program
- Piggy back on
loyalty program
- Restaurant
databases websites
Local and timely
promotions
Travellers
97. Summary
Payment terminal as a client data aggregation point
Acquisition and activation points
High cost of customer(restaurants) acquisition
Targeting new and existing clients
Rewarding the existing clients, target high spenders
provide spenditure statistics that drives targeted marketing
campaigns
Payment Processor as a KEY Partner
Next Steps …
98. Jiae.com: Interest based platform for creative minds in China
Team: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
12 Fashion Bloggers Interviews + 12 Top Designers Surveys
1 digital Marketing Domain Expert
2012.04.20 - Day 5
Potential Partners with 4Leading Design Schools
Total Numbers Up to Day: 780
99. Survey 3: Western Fashion/Designer Content?
Designer like Western Fashion/Design Content, However,
- they are either blocked 50%
- or not be translated into Chinese 33.3%
New Vision:
Great Design should have no boundaries: It can transcend borders, language,
traditions, culture, and even the aging of time. It speaks directly to a person’s
heart
I like it, most of them are translated, 16.7%
No Interest 0%
Read English, but Blocked 50%
Read Chinese, need translation 33%
100. • Main objective of blogger is to increase visibility
• Did not realize content was blocked in China
• All interested in tapping into the Chinese Market but don’t
know how
• All interested in partnering with a site that would handle
translation and elegantly display content
Key learning from Western Fashion Bloggers
101. • Just returned from China, and exploring innovative ways to
expand visibility there
• Eager to see our site, and very interested
• Willing to provide a feed of original content from multiple
design discipline
• Design Schools could be key content providers and advertisers
Key learning from Leading Design Schools
103. Customers Acquisition Cost
• Fashion Bloggers: $1450/Fashion Blogger x 100 = $180000
• $2.1/Design students x 163000 = $345000
• $0.77/End users X 750000 = $580000
104. Collect and Share Ideas
Tools for Design School
Targeted Ads
Space Find Good
Designers Design Market
Places
Top Designers
Design School
Design Media
Government
Web Partners
Companies/Brands
Platform Management
Customer Acquisition
Expanding Reach
Platform
Customer Base
Brand
Network
Platform Costs
Customer Acquisition Costs
Marketing and Sales Costs
Advertising
CPS (click per sales) and Design Products Sales
Free Interest Based Network
Acquisition
Activation
Retention
Jiae.com
1300 Design Schools
Design Union Sites
SNS Sites (weibo, renren)
Designers
Design schools
Consumers
Companies
Advertiser
Day 1 Business Canvas for Jiae
105. •Photo based nice and
clean SNS platform
•More Traffic
•Top Designers
Design School Design
MediaGovernmentWe
b
PartnersCompanies/B
rands
•Platform Management
•Customer Acquisition
•Expanding Reach
•Platform
•Customer Base
•Brand
•Network
Platform Costs
Customer Acquisition Costs
Marketing and Sales Costs
Advertising
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 (Designers)
•Find jobs/projects
(Designers)
•Showcase Portfolios for
Feedback
•Find Good Designers
(Companies)
•Design Marketplaces
(All Customers)
•Designers
•Consumers
•Companies
•Advertiser•D-School Ambassador
•1300 Design Schools
•Design Message Boards
•Jiae.com
Free Interest Based SNS Platform
•Community Management
Day 2 Business Canvas for Jiae (1 fashion blogger, 9 students interviews)
•Collect and Share Ideas
Tools for Design School
•Targeted Ads Space
•Find Good Designers
•Design Market Places
•AcquisitionActivationRete
ntion
106. •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 (4 companies, 2 fashion bloggers, 3 designers interviews)
•End Users
Consumers
•Fashion Medias
•Design School
•Government
•Design Associations
•Traffic Partners
•Online B2C Partners
•Consumers
•Companies
•Advertiser
•Community Management
107. •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
•End Users
Consumers
•Fashion Medias
•Design School
•Government
•Design Associations
•Traffic Partners
•Online B2C Partners
Day 4 Business Canvas for Jiae (12 Interviews, 410 Survey, MVP)
108. •Image based nice and
clean SNS platform
•More Traffic
•Easy to Share
•Statistics Tool,
Translation
•Platform Management
•Customer Acquisition
•Expanding Reach
•Platform
•Customer Base
•Brand
Platform Costs
Customer Acquisition Costs ($1.1 million for 100 fashion
bloggers, 160k students, 750000 designers)
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 5 Business Canvas for Jiae (12 Interviews, 12 Survey, 4 Design Schools)
•End Users
Consumers
•Fashion Medias
•Design School
•Government
•Design Associations
•Traffic Partners
•Online B2C Partners
109. FAVORNET
platform for exchanging high-value favors
16 INTERVIEWS
81TOTAL OVER 4 DAYS
Dave Spezzano, Alexey Okhlopkov, Amy Villari, Steve Alperin, Dmitri Dyakin
110. key findings:
value to favor doer
• reduce time spent doing favors
• prioritize response order & probability based on profile of requester
• increase likelihood of payback
value to connector
• validate requester & quality of connection
• reduce time of making introduction
• tangible benefit from fulfilled favors (what is it? % of transaction? explore)
• status in network
• goodwill (can this be distributed?)
value to requester
• obvious reasons
111. challenges:
trust barrier
• possible solutions:
– aggregate existing social data (#/type connections, online behavior)
– user scores, reviews, ratings, rankings
NEXT STEP: ENGINEER TO DESIGN FUNCTIONALITY (KEY RESOURCE)
monetizing behavior
• from customer discovery, we learned that
FAVORS ≠ SERVICES
I do / receive for other
reasons:
-Goodwill / karma
-Social expectation
I get paid / I’m willing to pay
NEXT STEP: EXPERTISE IN BEHAVIORAL PSYCHOLOGY (KEY RESOURCE)
112. favor, as we define it…..
• high value
• would require the receiver to go through extraneous
effort to achieve without the doer
• allows access to otherwise inaccessible areas of life
– contacts (business & social)
– services & products
– information & expertise
…..but how do we
differentiate ourselves?
113. Why people give and receive favors?
Who? Why? Benefit? Why Online?
Person in need of
a favor
No other way to
get “it” done
Extended network
to areas not
available before
My direct network
is limited (1st
degree)
Delivering a favor
for a cause
Monetize favor
for a belief I hold
Philanthropy
Larger market to
raise awareness
Delivering a favor
for a trade
Monetize favor
for myself
Created value on
something that
only had value to
holder
Create a
bidding/auction
market where
none currently
exists
Delivering a favor
to help others
Feel good about
myself
Extended network
to areas not
available before
Reach those
outside my
network
Delivering a favor
for self
gratification
Raise my profile
and status
Self serving; serve
the individuals ego
Express my status
to others visually
115. tradeafavor.com
• Stuck in “re-launch” as of mid-2011
• < 13,000 users, ~130 views per day
• [In 2007] we made the strategic decision to
build the prototype as an application for the
new Facebook platform
• It’s a social application, we kept saying, and it
needs a social network to run on
• Limited to barter without monetary value
TIMING IS EVERYTHING
117. charity buzz
• $15 m revenues, $3 m EBITDA
• No integration with other social media sites;
doesn’t leverage information of user
• According to a VC: “it’s a nice little business”
SCALE IS CRITICAL
118. what they miss (if we had more time…)
• scale
– TEST SOLUTIONS: build an app, partner, disrupt
• not all favors are equal
– TEST SOLUTIONS: rank, rate, monetize; incentivize doer & not
just requester
• high-end is very small segment
– TEST SOLUTIONS: broad segment (everyone online with a
LinkedIn & facebook profile)
• value to connectors as a segment
– TEST SOLUTIONS: rank, rate, monetize; incentivize connector;
test value of status
119. problems/issues that still need to be addressed
• incentives
– best way to attract customers to use
– how do we incentivize givers to connect with receivers?
• moving a behavior from an offline to an online
– gain trust of users
– maintain security and intimacy of behavior
– associate emotion and reaction in a virtual world
• over saturation
– integrate with other online platforms
– leverage existing networks/platforms/user base
121. Who are you?
• Need a favor
• Give a favor for charity
• Favor for trade
• Favor to help
• Favor for gratification
• What you can offer?
• What you need?
• Who can you match
me with?
(Search Box for Favors)
(Dropdown)
• Peer verification
• Match through
Networks
• Search key words
• Favor score from
previous review
information
• Compatibility test
Categorization
• Introductions
• Events
• Experiences
• Quick hits
Connection
How does it work?
• Select Category
• Select a favor
• Broker deal
122. Exchange Occurs
Following Exchange
receiver gives peer
rating on
execution/delivery/
usefulness
Peer ratings create trust and provide credibility to the source
Peer rating is then
delivered to social
stream of networks
Option to push out
Steve needs help with (fill in the blank) for a client outing . No one in Steve’s
immediate network has access or can help. Steve posts on FavorNet.
Joe responds he can help but asks for something or nothing in return. Following the
completion of the transaction, Steve peer rates Joe on his ability to deliver.
After the Exchange
123. 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
service)
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
124. 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
service)
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
125. 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 service)
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
126. CANVAS 1.4 CHANGES IN RED
PROFESSIONALS
(HHI, WELL-
EDUCATED) WITH
ACCESS TO HIGH-
VALUE, HARD-TO-
OBTAIN
CONTACTS,
SERVICES &
PRODUCTS WHO
DO AND RECEIVE
FAVORS OFFLINE
1) REQUESTERS
2) DOERS
3) CONNECTORS
Seeding the high
level community,
Software
development,
business
development,
EFFICIENT,
TRUSTED ONLINE
PLATFORM FOR
TRANSACTING
FAVORS
IMPROVED WAY TO
BUILD TRUST &
VERIFICATION
ONLINE
DISCOVERY &
VALIDATION OF 2nd
DEGREE
CONNECTIONS
IMPROVE CYCLE
TIME OF ASKING
FOR & DOING
FAVORS
Alumni sites - TEST
MVP HERE
LINKEDIN,
FACEBOOK,
GOOGLE+,
TWITTER
Scalable marketplace business. MVP
engineering/hosting/design costs are fixed.
Feature set build are variable..build to spec
for partners?
--PAY-WHAT-YOU-WANT, FEE FOR GIFTING
--POINT SYSTEM TO EXCHANGE GOODWILL FOR $$
--PREMIUM ADVERTISING
--transaction fee, listing fee, fee for top tier
circles
--Velvet rope,
leaky door policy
--Affinity groups
1) ENGINEERS
2) BEHAVIORAL
PSYCHOLOGY
EXPERTS (ON-
/OFFLINE)
3) EARLYVANGELISTS
IMPROVE
EXPERIENCE
OF OFFLINE
CUSTOMERS
127. key learning: VALUE of fulfilling human
social need
• value propositions come in two forms: they solve
a problem or they fulfill a human social need
• Social Needs are friendship, dating, sex,
entertainment, art, communication, blogs,
confession, networking, gambling, religion, etc.
• they have always been fulfilled face-to-face
• they are now moving on-line
• the market size for these applications equals the
entire human race
• these are the ultimate applications
141. DISCOVERY
HYPOTHESIS TEST RESULT
• End-users
• Retailers
• Med providers
Branded
component
$400 retail
All men’s dress
and bus casual
Own shoe brand
• Online retail
partner
• Brands
• Designers
• Manufacturers
• End-users
• Retailers
$249 retail
+ accessories
• General comfort
• Medical
SEGMENT:
CHANNEL:
PRICING:
142. ARCHETYPES
Description: 35
Affluent male
VALUE PROP:
General comfort, clean and
controlled ventilation for
shoes
Description: Suffering
(Eg. Hyperhydrosis, Pernio)
VALUE PROP:
Alternative, discrete,
controlled option to
existing costly therapies
GENERAL COMFORT MEDICAL CONDITION
143. Most important?
Men, dress &
business casual
Archetypes?
Stuck in closed
shoes during
work-day with
changing
environments
Job to get done?
Enable comfort
and productivity
Activities?
Customer input,
IP filings, beta
development, ,
suppliers
Customer’s problems?
End-users: foot
sweat, hot, cold.
Partners:
differentiation
Customer needs?
Comfort, medical /
Profitability growth
Product features?
Battery powered
shoe sole
ventilation, cooling,
heating
Partners?
Shoe mfg.'s /
branders by
region ,
development
Suppliers?
Component
mfg.'s, Ventiva
Getting?
Technology,
manufacturing
Giving?
Differentiation
and price
Inherent in our model?
Variable material, mfg overhead
Making money & pricing model?
$50 mfg’ed, 100 soles, 200 shoes, 400 retail
Reach segments?
Established
partner retail
outlets (brick &
mortar)
Resources?
Development
partner, seed
funding
Get, keep, grow?
End-users: PR,
branded captivity
Partners:
Convince of
unique value for
end-users
Day 1 Canvas
144. Day 2 Canvas
Day 1 -- Key Learnings
CUSTOMER SEGMENTS
• Identified three distinct segments
VALUE PROPOSITIONS
• Identified additional value prop.
145. Day 3 Canvas
Day 2 -- Key Learnings
CUSTOMER SEGMENTS
• Refined three distinct segments
VALUE PROPOSITIONS
• Identified value propositions for
each segment
• Price differentiation for a range of
feature sets
• Price differentiation for each
segment
CHANNELS
• Identifying channels for each
segment
146. Day 4 Canvas
Day 3 -- Key Learnings
CUSTOMER SEGMENTS
• Refined focus to “General
Comfort” segment
• Developed a phased segment
rollout strategy
CHANNELS
• Switched to Online Retail and
kiosks for our General Comfort
segment
PARTNERS
• Switched from selling
components to brands to making
whole shoes
147. Day 5 Canvas
Day 4 -- Key Learnings
CUSTOMER SEGMENTS
• Prioritized General Comfort
• Dropped Tech Lovers (for now)
• Clarified that target segments
were for men only
CHANNELS
• Switched to Online Retail for all
segments
• “To try is to buy”
VALUE PROPOSITION
• Identified the need for strong
designs by a notable designer
• Confirmed $199-$249 as the
pricing sweet spot
PARTNERS
• Equity partnership with Chinese
manufacturing consortium
151. Most important?
Men, dress &
business casual
Archetypes?
Stuck in closed
shoes during
work-day with
changing
environments
Job to get done?
Enable comfort
and productivity
Activities?
Customer input,
IP filings, beta
development, ,
suppliers
Customer’s problems?
End-users: foot
sweat, hot, cold.
Partners:
differentiation
Customer needs?
Comfort, medical /
Profitability growth
Product features?
Battery powered
shoe sole
ventilation, cooling,
heating
Partners?
Shoe mfg.'s /
branders by
region ,
development
Suppliers?
Component
mfg.'s, Ventiva
Getting?
Technology,
manufacturing
Giving?
Differentiation
and price
Inherent in our model?
Variable material, mfg overhead
Making money & pricing model?
$50 mfg’ed, 100 soles, 200 shoes, 400 retail
Reach segments?
Established
partner retail
outlets (brick &
mortar)
Resources?
Development
partner, seed
funding
Get, keep, grow?
End-users: PR,
branded captivity
Partners:
Convince of
unique value for
end-users
Day 1 Canvas TVM Tech
152. Day 2 Canvas
Most important? Men,
dress & business
casual
Archetypes?
(1) Sought med
(2) UnSought med
(3) Tech ‘comfort’
Job to get done?
Enable comfort
and productivity
Activities?
Customer input,
IP filings, beta
development, ,
suppliers
Customer’s problems?
End-users: foot
sweat, hot, cold,
fatigue.
Partners:
differentiation
Customer needs?
Comfort, medical /
Profitability growth
Product features?
Battery powered
shoe sole
ventilation, cooling,
heating, massage
Partners?
Shoe mfg.'s /
branders by
region ,
development
Suppliers?
Component
mfg.'s, Ventiva
Getting?
Technology,
manufacturing
Giving?
Differentiation
and price
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
Reach segments?
Established
partner retail
outlets (brick &
mortar)
Resources?
Development
partner, seed
funding
Get, keep, grow?
End-users: PR,
branded captivity
Partners:
Convince of
unique value for
end-users
TVM Tech
Day 1 -- Key Learnings
Customer Segments
• Identified three distinct
segments
Value Propositions
• Identified additional value
propositions
153. Day 3 Canvas TVM Tech
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
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
Day 2 -- Key Learnings
Customer Segments
• Refined three distinct segments
Value Propositions
• Identified value propositions for
each segment
• Price differentiation for a range
of feature sets
• Price differentiation for each
segment
Channels
• Identifying channels for each
segment
154. Day 4 Canvas TVM Tech
Active Seekers
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
Get, keep, grow?
End-users: PR,
branded captivity
Partners:
Convince of
unique value for
end-users
General
Comfort
Tech Lovers ’
•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
Day 3 -- Key Learnings
Customer Segments
• Refined focus to “General
Comfort” segment
• Developed a phased segment
rollout strategy
Channels
• Switched to Online Retail and
kiosks for our General
Comfort segment
Partners
• Switched from selling
components to brands to
making whole shoes
155. Day 5 Canvas
Medical
Condition
Activities
Marketing, R&D,
Design
Partners
Shoe
manufacture
Inherent in our model?
Product development, variable costs,
online retail, kiosks, SG&A
Making money & pricing model?
$199 – $249 retail
$100 – $125 wholesale
Resources
Seed money,
Engineering talent,
Established designer,
Chinese partner
TVM Tech
Get, keep, grow
Informational
Website,
testimonials,
kiosks, 30-day
guarantee,
customer svc
General
Comfort
•Relief from
significant
medical
conditions
•Foot comfort
•Cool factor
•Style
Online Retail
Partner
Suppliers
Component
Electronics &
Footwear
Getting
Technology,
manufacturing
Giving
Differentiation
and price
Men, 25-45
156. jerry sanders Group 14
159
[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)
4/19: 18 interviews
Total: 48 interviews
157. jerry sanders Group 14
160
Monday
“Neighborhood”
shops who need $ for
their business but
also “do good” for
their community.
People who want to
invest in their local
community while also
getting a return on
their investment.
Project management,
renovation, software.
Shop owners who
want to renovate their
building & needs both
cash & expertise
(renovation, project
management, …) but
also providing them for
a “supply” of
customers as the
business is starting.
People investing $ and
in their local
community, satisfying
their desire for a return
on $ but also to invest
in their local
community.
Key partners and
suppliers are people
from the
construction/
renovation industry
We get know-
how/expertise & we
give them … work!
Web platform, program management and technical
support Brokerage fee, licensing, advertising
Media, social media,
direct contact,
chamber of
commerce
Financial, physical,
technical, HR
FILL OUT ALL 9 BOXES OF THE CANVAS IN ORDER 1 THUR 9
Direct contact and
social media.
Retaining and
growing customers
will be a challenge.
158. jerry sanders Group 14
161
Tuesday
Finders:
Individuals & groups
seeking investment
opportunities that
provide (i) requisite
returns and (ii) a
direct benefit to a
local community.
Grinders:
Start-ups and locally
owned businesses
seeking capital
investments of
$10K-$2M
One-off:
- Platform design
Ongoing:
- Screening
- Marketing
- IT maint. & support
- New market ID
An online
‘matchmaking’ forum
where F&G connect.
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.
- Independent
business
organizations
- 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:
- Finders Fee (2% of consummated deal value)
- Grinders Fee ($250 application review fee)
- Direct contact
through website
- Local news & PR
channels
- Word of mouth
- Customer d/base
- Proprietary
knowledge
- Brand copyright
- Site skin: look, feel
FILL OUT ALL 9 BOXES OF THE CANVAS IN ORDER 1 THUR 9
- Semi-automated
- Local community-
focused
159. jerry sanders Group 14
162
Wednesday
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)