This final project report summarizes the work of the Blink Traffic team in developing a mobile application to provide real-time traffic information in developing countries. The team interviewed leaders in traffic data services and consumer traffic applications, surveyed potential corporate and consumer customers, and determined their initial product idea of targeting corporations was not viable. They pivoted to focus on individual commuters as their target market and found strong interest in social and gaming features to drive engagement with the app.
voci.us aimed to build an online community for discussing news articles. The founders interviewed news consumers and media partners to develop a centralized platform. However, they found that news sites were hesitant to drive traffic off their sites and slow to change. While users liked the idea of engaged discussion, they were slow to migrate to new platforms and more likely to share than discuss articles. The founders concluded that news partnerships would be a slow process and that they needed to focus on engaging users and testing community features before further developing the site's technology.
The document summarizes the business model canvas of an indie film and video discovery platform. Over the course of a week, the company conducted customer interviews and competitor research to refine its business model. Key aspects of the model include curating and recommending short-form video content to users, delivering content to mobile devices, offering subscription and pay-per-view options, and generating revenue through advertising. The company pivoted its model based on learning that curation and recommendations are key needs and that it can start by focusing on short video formats.
The document summarizes Flip, a marketplace that connects people leaving rental leases with people wanting to take over those leases. It discusses Flip's value propositions for different customer segments (residential/commercial landlords and leavers, residential/commercial renters), potential revenue streams, and progress made over a week developing the business model further through customer interviews. Key discoveries included the potential value of data packages and services for landlords to evaluate renters, as well as exploring the commercial rental market.
The document discusses how vertical disintegration has impacted various industries including computers. It notes that vertical disintegration has enabled smaller firm scope, reduced barriers to entry, and led to changes in leading firms. Many new additions to the top computer firms benefited from emerging in vertically disintegrated layers like applications software, routers, operating systems, and internet content.
This lecture looks at how Ning, the Marc Andreessen Social Network company initially started with a Freemium model but later switched to a fully paid subscription service
The document describes a social planning tool that provides personalized event recommendations and targeted group deals to generate revenue. It aims to simplify finding things to do by cutting through the clutter of existing event websites. There is a $800 million target market based on a Groupon-like model for the events space. User interviews validated the value proposition while also providing insights into preferences around event discovery. Outreach to event organizers provided learning around promotion and monetization challenges. Further development focused on defining the user experience and business model validation.
The subscription business model is one of the most promising business models regardless if you work for an established company or a young one. We have free downloads for you to develop your own innovation ideas.
Presentation by the Chief Product and Marketing Officer of Yodle.com, Louis Gagnon, going over the state of the hyperlocalized marketing industry, how Yodle is playing in the market, and the implications for success in the marketplace.
voci.us aimed to build an online community for discussing news articles. The founders interviewed news consumers and media partners to develop a centralized platform. However, they found that news sites were hesitant to drive traffic off their sites and slow to change. While users liked the idea of engaged discussion, they were slow to migrate to new platforms and more likely to share than discuss articles. The founders concluded that news partnerships would be a slow process and that they needed to focus on engaging users and testing community features before further developing the site's technology.
The document summarizes the business model canvas of an indie film and video discovery platform. Over the course of a week, the company conducted customer interviews and competitor research to refine its business model. Key aspects of the model include curating and recommending short-form video content to users, delivering content to mobile devices, offering subscription and pay-per-view options, and generating revenue through advertising. The company pivoted its model based on learning that curation and recommendations are key needs and that it can start by focusing on short video formats.
The document summarizes Flip, a marketplace that connects people leaving rental leases with people wanting to take over those leases. It discusses Flip's value propositions for different customer segments (residential/commercial landlords and leavers, residential/commercial renters), potential revenue streams, and progress made over a week developing the business model further through customer interviews. Key discoveries included the potential value of data packages and services for landlords to evaluate renters, as well as exploring the commercial rental market.
The document discusses how vertical disintegration has impacted various industries including computers. It notes that vertical disintegration has enabled smaller firm scope, reduced barriers to entry, and led to changes in leading firms. Many new additions to the top computer firms benefited from emerging in vertically disintegrated layers like applications software, routers, operating systems, and internet content.
This lecture looks at how Ning, the Marc Andreessen Social Network company initially started with a Freemium model but later switched to a fully paid subscription service
The document describes a social planning tool that provides personalized event recommendations and targeted group deals to generate revenue. It aims to simplify finding things to do by cutting through the clutter of existing event websites. There is a $800 million target market based on a Groupon-like model for the events space. User interviews validated the value proposition while also providing insights into preferences around event discovery. Outreach to event organizers provided learning around promotion and monetization challenges. Further development focused on defining the user experience and business model validation.
The subscription business model is one of the most promising business models regardless if you work for an established company or a young one. We have free downloads for you to develop your own innovation ideas.
Presentation by the Chief Product and Marketing Officer of Yodle.com, Louis Gagnon, going over the state of the hyperlocalized marketing industry, how Yodle is playing in the market, and the implications for success in the marketplace.
This document defines key terms related to e-business and e-commerce. It discusses how e-business involves conducting business processes over computer networks for areas like production, customers, and internal management. E-commerce specifically refers to transactions that transfer ownership or rights to use goods/services. The document provides examples of how automobile manufacturers and other companies have applied e-business strategies. It also outlines various models of e-commerce and potential members of e-commerce supply chains.
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
The document summarizes Ariba's vision for the future of commerce, which includes seamless experiences across channels for customers. It discusses trends like increasing mobile usage, consumerization of B2B, and the need for unified customer views. The future requires simplifying complex data and processes to enable great experiences. Ariba's platform aims to create one experience by enabling consistent branding and offerings across all touchpoints using a single source of truth. It also discusses opportunities in services, the full demand chain, localized logistics, and extending globally.
1) Experts were divided on whether dealers should provide specific online pricing, with most dealers providing pricing but leaving room for negotiation.
2) Dealers discussed providing pricing for the requested vehicle plus alternatives to avoid appearing too focused on one vehicle. They aimed to provide accurate, honest pricing to draw customers to the dealership.
3) True "internet-only" pricing that cannot be matched in-store was discouraged, as it risks undermining the dealership's integrity. Online promotions were seen as effective for drawing interest but not all customers prioritized promotions over negotiated discounts.
1) Experts were divided on whether dealers should provide specific online pricing, with most dealers providing pricing but leaving room for negotiation.
2) Dealers discussed providing pricing for the requested vehicle plus alternatives to avoid appearing too focused on one vehicle. They aimed to provide accurate, honest pricing to draw customers to the dealership.
3) True "internet-only" pricing that cannot be matched in-store was discouraged, as it risks undermining the dealership's integrity. Online promotions were seen as effective for drawing interest but not all customers prioritized promotions over negotiated discounts.
The document discusses identifying goals for a company's web presence. It explains that a company's web site needs to achieve certain goals such as attracting visitors, creating a positive image, and encouraging return visits. The document outlines factors to consider for web design like content, structure, aesthetics, and technology. It also discusses how to make a web page look good with consistency, selective graphics, careful color choice, and effective page design. Maintaining an effective web presence involves conveying an integrated company image, offering accessible company facts, and sustaining visitor attention. Metrics for measuring a site include advertising, visitation rates, time spent on pages, and email/call volumes.
The digital is changing the landscape of Communication. Learn the various features, benefits and options of the digital platform that can be best suited to make your brand go viral !
Menkle is developing an online platform called Menkle that will create local marketplace communities for buying and selling goods and services. It will group users into communities based on location and population size. The document discusses Menkle's business model, launch strategy, and competition. It notes the growing demand for efficient local marketplaces and Menkle's advantages over alternatives like Craigslist, eBay, and Facebook Marketplace that do not focus as strongly on local communities.
The document summarizes a presentation about how Macy's uses Heroku and full stack JavaScript to architect a highly scalable ecommerce mobile web experience. It discusses how Macy's uses APIs to fuel innovation, the technical background of their mobile web development, and how Heroku helped improve performance and scalability. Key points included how the technology stack improved average page load times by 52% and average on-load times by 90%, how Heroku allows for easy deployment, scaling, configuration and use of add-ons. Over 200 apps have been deployed to drive further innovation at Macy's.
Choose an e-commerce Web site and assess it in terms of the eight unique
features of e-commerce technology described Which of the
features does the site implement well, and which features poorly, in your
opinion? Prepare a short memo to the president of the company you have
chosen detailing your findings and any suggestions for improvement you may
have.
Consumer Behaviour and Customer relationship management on online perchaseVijay r chari
the ppt tells about online consumer behaviour
data about internet user
c/s
social media marketing
B2B,B2G
mobile based marketing
decision making process
The document discusses e-commerce innovation and trends over the past 10 years and what may change in the next 2-5 years. It notes that online sales have enabled buying without a physical store, touchpoints have expanded, and mobile is now primary. The future may see personalized treatment of individuals, internet of things connectivity, cloud hosting, and social replacing ads. Key areas to focus on include designing for ease and seamlessness, using multiple digital media formats, and creating a technology integration roadmap. Areas to wait on include full integration of data for personalization and changes to payments due to fraud.
E-Commerce. Marketing and E-Commerce subject at the International Master in Industrial Management.
Guest speaker: Francisco Hernández Marcos
Universidad Politécnica de Madrid
Politecnico di Milano
Kungliga Tekniska högskolan
The document summarizes key aspects of pricing strategies discussed in Chapter 11. It describes how the Internet changes pricing by enabling dynamic pricing tailored to individual customers. It provides perspectives of buyers and sellers, noting buyers value convenience while sellers set prices based on costs and objectives. Finally, it discusses pricing strategies like fixed pricing and dynamic pricing and how market structure and efficiency impact online pricing.
The document discusses different categories and approaches to e-commerce, including business-to-business, business-to-consumer, peer-to-peer, and consumer-to-business models. It also examines classic strategic planning approaches as well as new views like the sense and respond paradigm and strategy as rules. The chapter seeks to provide a framework for understanding e-commerce and the roles and challenges facing senior e-commerce managers.
Business to consumer (B2C) refers to the transactions conducted directly between a company and consumers who are the end-users of its products or services. The business to consumer as a business model differs significantly from the business-to-business model, which refers to commerce between two or more businesses
Rocket Internet is a large venture capital firm and startup incubator that identifies successful internet businesses and replicates them in emerging markets. In Pakistan, Rocket Internet operates Daraz.pk, an online retailer that sells over 9,500 products from more than 300 brands. Daraz focuses on fashion items like clothing, footwear, and accessories. It has grown rapidly since its founding in 2012 and now employs 51-200 people.
Powerblocks is a modular lighting system that allows users to build and customize their own lighting configurations. It is described as LEGOs for lighting. The document discusses Powerblocks' business model, which involves designing modular lighting pieces that can be assembled, reconfigured, and reused in different arrangements. It aims to target various customer segments, including high-end homeowners, offices, dorm students, and mid-range homeowners. The business model outlines key partners, activities, resources, cost structure, and revenue streams centered around creating customizable lighting solutions.
The document summarizes a team's final project presentation for a medical device startup called MammOptics. The team includes four members with engineering and business backgrounds working to develop a non-invasive, non-radiative breast cancer detection technology using optical spectroscopy. The presentation covers the initial technology and business model hypotheses, testing the value proposition with hospitals and doctors, and outlines the steps needed for product development, clinical trials, reimbursement, and company financing.
This document defines key terms related to e-business and e-commerce. It discusses how e-business involves conducting business processes over computer networks for areas like production, customers, and internal management. E-commerce specifically refers to transactions that transfer ownership or rights to use goods/services. The document provides examples of how automobile manufacturers and other companies have applied e-business strategies. It also outlines various models of e-commerce and potential members of e-commerce supply chains.
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
The document summarizes Ariba's vision for the future of commerce, which includes seamless experiences across channels for customers. It discusses trends like increasing mobile usage, consumerization of B2B, and the need for unified customer views. The future requires simplifying complex data and processes to enable great experiences. Ariba's platform aims to create one experience by enabling consistent branding and offerings across all touchpoints using a single source of truth. It also discusses opportunities in services, the full demand chain, localized logistics, and extending globally.
1) Experts were divided on whether dealers should provide specific online pricing, with most dealers providing pricing but leaving room for negotiation.
2) Dealers discussed providing pricing for the requested vehicle plus alternatives to avoid appearing too focused on one vehicle. They aimed to provide accurate, honest pricing to draw customers to the dealership.
3) True "internet-only" pricing that cannot be matched in-store was discouraged, as it risks undermining the dealership's integrity. Online promotions were seen as effective for drawing interest but not all customers prioritized promotions over negotiated discounts.
1) Experts were divided on whether dealers should provide specific online pricing, with most dealers providing pricing but leaving room for negotiation.
2) Dealers discussed providing pricing for the requested vehicle plus alternatives to avoid appearing too focused on one vehicle. They aimed to provide accurate, honest pricing to draw customers to the dealership.
3) True "internet-only" pricing that cannot be matched in-store was discouraged, as it risks undermining the dealership's integrity. Online promotions were seen as effective for drawing interest but not all customers prioritized promotions over negotiated discounts.
The document discusses identifying goals for a company's web presence. It explains that a company's web site needs to achieve certain goals such as attracting visitors, creating a positive image, and encouraging return visits. The document outlines factors to consider for web design like content, structure, aesthetics, and technology. It also discusses how to make a web page look good with consistency, selective graphics, careful color choice, and effective page design. Maintaining an effective web presence involves conveying an integrated company image, offering accessible company facts, and sustaining visitor attention. Metrics for measuring a site include advertising, visitation rates, time spent on pages, and email/call volumes.
The digital is changing the landscape of Communication. Learn the various features, benefits and options of the digital platform that can be best suited to make your brand go viral !
Menkle is developing an online platform called Menkle that will create local marketplace communities for buying and selling goods and services. It will group users into communities based on location and population size. The document discusses Menkle's business model, launch strategy, and competition. It notes the growing demand for efficient local marketplaces and Menkle's advantages over alternatives like Craigslist, eBay, and Facebook Marketplace that do not focus as strongly on local communities.
The document summarizes a presentation about how Macy's uses Heroku and full stack JavaScript to architect a highly scalable ecommerce mobile web experience. It discusses how Macy's uses APIs to fuel innovation, the technical background of their mobile web development, and how Heroku helped improve performance and scalability. Key points included how the technology stack improved average page load times by 52% and average on-load times by 90%, how Heroku allows for easy deployment, scaling, configuration and use of add-ons. Over 200 apps have been deployed to drive further innovation at Macy's.
Choose an e-commerce Web site and assess it in terms of the eight unique
features of e-commerce technology described Which of the
features does the site implement well, and which features poorly, in your
opinion? Prepare a short memo to the president of the company you have
chosen detailing your findings and any suggestions for improvement you may
have.
Consumer Behaviour and Customer relationship management on online perchaseVijay r chari
the ppt tells about online consumer behaviour
data about internet user
c/s
social media marketing
B2B,B2G
mobile based marketing
decision making process
The document discusses e-commerce innovation and trends over the past 10 years and what may change in the next 2-5 years. It notes that online sales have enabled buying without a physical store, touchpoints have expanded, and mobile is now primary. The future may see personalized treatment of individuals, internet of things connectivity, cloud hosting, and social replacing ads. Key areas to focus on include designing for ease and seamlessness, using multiple digital media formats, and creating a technology integration roadmap. Areas to wait on include full integration of data for personalization and changes to payments due to fraud.
E-Commerce. Marketing and E-Commerce subject at the International Master in Industrial Management.
Guest speaker: Francisco Hernández Marcos
Universidad Politécnica de Madrid
Politecnico di Milano
Kungliga Tekniska högskolan
The document summarizes key aspects of pricing strategies discussed in Chapter 11. It describes how the Internet changes pricing by enabling dynamic pricing tailored to individual customers. It provides perspectives of buyers and sellers, noting buyers value convenience while sellers set prices based on costs and objectives. Finally, it discusses pricing strategies like fixed pricing and dynamic pricing and how market structure and efficiency impact online pricing.
The document discusses different categories and approaches to e-commerce, including business-to-business, business-to-consumer, peer-to-peer, and consumer-to-business models. It also examines classic strategic planning approaches as well as new views like the sense and respond paradigm and strategy as rules. The chapter seeks to provide a framework for understanding e-commerce and the roles and challenges facing senior e-commerce managers.
Business to consumer (B2C) refers to the transactions conducted directly between a company and consumers who are the end-users of its products or services. The business to consumer as a business model differs significantly from the business-to-business model, which refers to commerce between two or more businesses
Rocket Internet is a large venture capital firm and startup incubator that identifies successful internet businesses and replicates them in emerging markets. In Pakistan, Rocket Internet operates Daraz.pk, an online retailer that sells over 9,500 products from more than 300 brands. Daraz focuses on fashion items like clothing, footwear, and accessories. It has grown rapidly since its founding in 2012 and now employs 51-200 people.
Powerblocks is a modular lighting system that allows users to build and customize their own lighting configurations. It is described as LEGOs for lighting. The document discusses Powerblocks' business model, which involves designing modular lighting pieces that can be assembled, reconfigured, and reused in different arrangements. It aims to target various customer segments, including high-end homeowners, offices, dorm students, and mid-range homeowners. The business model outlines key partners, activities, resources, cost structure, and revenue streams centered around creating customizable lighting solutions.
The document summarizes a team's final project presentation for a medical device startup called MammOptics. The team includes four members with engineering and business backgrounds working to develop a non-invasive, non-radiative breast cancer detection technology using optical spectroscopy. The presentation covers the initial technology and business model hypotheses, testing the value proposition with hospitals and doctors, and outlines the steps needed for product development, clinical trials, reimbursement, and company financing.
The document outlines the evolution of a business model canvas over 7 weeks for a startup called DC Veritas that is developing an affordable small wind turbine for homes and cities. The final canvas focuses on partnering with small wind developers, cities, and utilities to pilot and lease wind turbines for street lamps to diversify energy portfolios and provide a fast return on investment.
The document discusses the development of a business model for a cloud computing marketplace. It describes how the founders conducted customer interviews, analyzed the market, and pivoted their business model and product focus multiple times based on feedback. They ultimately developed a two-tiered sales model focusing on capacity planning and cloud lifecycle management, targeting enterprises through both inside and field sales with the help of cloud consulting partners.
OurCrave is an online social shopping platform that allows customers to create group deals on products from sellers. The founders conducted market research including surveys of users and sellers. Initial tests offering group deals failed as sellers did not provide large enough discounts. The team then improved the site, added more seller value like lower fees, and spammed sellers to attract some. They received feedback on issues like shipping costs. The key next activities will be managing sellers better, running promotion deals, and encouraging viral sharing among buyers. Revenue will come mainly from transaction fees, with costs including marketing, servers, and seller management.
The document summarizes a team's final presentation on their autonomous vehicle project called Autonomow. It introduces the 9 team members and their backgrounds. It then describes the team's initial business plan to develop and sell autonomous vehicles for mowing and weeding applications to reduce labor costs. The team conducted extensive customer interviews and research, culminating in the development of a prototype weed-eliminating robot called "Carrotbot" over the course of a week. The presentation outlines the technical challenges and opportunities in weed identification and elimination, and validates a market need among farmers struggling with manual weeding labor. It proposes a business growth path focusing initially on providing an autonomous weeding service to organic vegetable growers.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
The document discusses the development of a temporary prosthetic device called FlexLeg for lower leg injuries. It provides an overview of the founders and the strengths and weaknesses of existing mobility options. Market research indicates a large potential customer base, and prototypes were tested with positive feedback. The document outlines the business model, revenue potential, manufacturing costs, and next steps which include further validation, partnerships, and registrations to bring FlexLeg to market.
Steve Blank visited Helsinki from September 5-9, 2011 to speak with universities, startups, investors and the media. His schedule was packed with events each day, including faculty talks, panels, workshops, lectures and interviews. The goal of his visit was to encourage Finland to radically change its approach to entrepreneurship education by focusing more on practical learning and treating startups differently than large companies. He emphasized that failure should not be stigmatized and different types of startups require distinct skills that can't be taught through traditional business programs.
The document outlines the genesis and validation of an idea for an online parking reservation business. Customer surveys found that people are willing to pay more for guaranteed parking spots and will reserve spots online. An MVP was launched with one parking lot partner which generated over 50 reservations in a few months without marketing. Based on this initial validation and industry expert feedback, revenue projections estimate the business can generate millions in revenue within a few years.
The document discusses making whiteboard explanation videos and provides steps to create one using Videoscribe software. It notes that while the software is free to download, exporting videos costs $29 per month. Creating a high-quality video with voiceover requires editing work. The 10 steps provided are to: download Videoscribe, start a new project, add images or text, select SVG images, edit images, continue adding/editing content, add voiceover, and export the final video. Contact information is included for questions.
AutoBid Plus provides estimates for auto body repairs by having customers upload photos of damage. Technicians then provide estimates in 15-90 minutes. The company has interviewed auto body shop owners and insurance adjusters to understand their needs. AutoBid Plus allows shops to bid on repair jobs and insurance companies to quickly get estimates. However, the business model is currently not profitable due to high costs of technicians' time to assess damage from photos.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
SnapDeal is one of India's largest e-commerce sites that offers daily deals and discounts of 50-90% on products and services. It has over 5000 merchants across 50 cities in India. To become the dominant player in the group buying market, SnapDeal needs to focus on rapid customer acquisition through improved user experience, merchant acquisition, and building its brand through social media and mobile technologies. This will help SnapDeal increase subscribers and their spending, while bringing more merchants onto the platform.
In the digital age, custimer service means far more than answering a phone call or replying to a mail or handlinga complaint.
It is going beyond these basics and enabling a great purchase & usage journey for the customer.
This presentation hopefullt helps you think, what are the pain points for customers & how can we ease them? what are teh pleasure points and how can we enhance them and most importantly how can we value add beyond what they expect and digitally delight them.
Happy reading...may it provoke you!
Early Game Changers - Presentation by Sebastian Diemer, CEO of Kreditech at the NOAH 2012 Conference in London, Old Billingsgate on the 7th of November 2012.
Customer Experience in the Rise of the Digital Age — Atlanta XD Meeting 9/13/...Jeremy Johnson
During the recent XD Atlanta meeting: "Customer Experience in the Rise of the Digital Age" — I kicked off a leadership panel with this presentation focused on shifts in customer behavior as more products and services turn to digital.
DentBetty is an online marketplace that allows consumers to get estimates for cosmetic car repairs by uploading photos. Consumers can receive up to 7 competing estimates by email and select an appointment with a shop. This saves consumers time and money by eliminating driving from shop to shop for estimates. The document outlines DentBetty's business model, market opportunity in the $3-5 billion cosmetic car repair industry, product roadmap, and management team.
Jerry Silver of EMC was so kind to share this presentation with the general assembly. We were glad to have him at Evans Data Corporation's Developer Relations Conference 2012!
Consumers are smarter today than ever before. In fact, today's consumers own your brand. Their shopping expectations are higher, they make decisions faster, and they research thoroughly and independently. Consumers also know they have a lot of choice regarding when and where to purchase. Added to the mix are consumers who are increasingly technology savvy, more demanding, and are making tradeoffs by focusing on value, transparency and accountability. If retailers are unable to provide the convenience or service consumers expect, loyalty will evaporate, competitive advantage will erode, and retailers’ value proposition will crumble.
In this webcast you will discover how to satisfy the smarter consumer by providing a seamless customer experience that reaches across all touch points, spanning human, digital, social and mobile modes of access that are optimized according to customer preferences...a customer experience that delivers products and services flawlessly to keep customers coming back for more.
Learn how Best Buy responds to customer control and demands and how the electronics and home appliances retailer is tackling issues with mobile, digital, social media, inventory availability, fulfillment flexibility and convenience.
Once consumers get a taste of the seamless shopping experience, they expect it. It doesn’t matter what your product or service is. Join us and learn how to put your business back in control of the shopping experience.
The document proposes two business ideas:
1) A news reading web service that uses personalization, machine learning and data mining to intelligently organize and deliver relevant news content to users based on their interests and past reading history.
2) An online platform that matches tourists with local volunteer travel guides in their destination country to experience the local culture outside of tour groups and with less planning. The platform provides intrinsic and extrinsic rewards for both tourists and guides.
Smart Casing Inc. has developed a proprietary technology that embeds high-resolution graphics into mobile device parts without adding bulk. It aims to become a leader in the accessories market through its brands Emblm for consumer personalization and Smart Casing for corporate branding. The company's growth strategy focuses on gaining mass distribution through existing sales channels like OEMs, retailers, carriers and B2B partners. Smart Casing is led by an experienced team and positioned for success in executing its go-to-market plan.
APIs have become ubiquitous and they have profoundly changed the way we connect to the world. They have opened the doors to enterprise back-end infrastructure and made it possible for developers to build innovative mobile applications. But this IT revolution comes with its share of challenges. “If we build it they will come” is no longer an effective API launch strategy. AnyPresence and WIP Factory are joining forces to share valuable best practices on improving API adoption.
Attack the Dealer App Gap: Reach Gen Y – Keep All Customers Close – and Serio...My_Lithia
Mark Conner, Assistant Vice President of Marketing for Lithia Motor Group, shares his experience launching their first mobile app, My Lithia, at the 2012 DrivingSales Executive Summit.
This document outlines Appsfunder's mission to provide a fast and cost-effective crowdfunding solution for mobile app developers. It describes Appsfunder's hybrid crowdfunding model and roadmap for offering services like a developer directory, web shop, AAA certification, and local versions. The business model relies on multiple revenue streams from crowdfunding success fees, subscription fees, resale margins, and certification fees. Sales and marketing will utilize an integrated approach targeting developers, funders, and partners. The team is led by founder Pascal De Keyser and includes partners covering key regions.
1) The document discusses how companies can leverage mobile marketing and cross-channel customer service strategies to drive loyalty.
2) It provides examples of using social media, location-based marketing, and personalized mobile apps and messages to better service customers.
3) The key recommendations are to put customers at the center, define engagement rules for each channel, measure and optimize ongoing performance.
Capitalizing on Market Changes to Grow Your Card Programs (Credit Union Confe...NAFCU Services Corporation
The ever-changing and almost daily shifts in the market provide enormous opportunities for credit unions to extend their reach by effectively leveraging debit and credit card programs. These programs are highly visible, provide important consumer functionality and drive revenue and membership growth. In this 2012 Strategic Growth Conference session, we get to learn how to combine the messages in the market with your credit union brand to capitalize on this unique time, including promoting card features and functionality necessary to differentiate your credit union. We will also look at an analysis of key performance indicators and industry benchmarking data to see how your credit union stacks up! More info at: www.nafcu.org/vantiv
Positioning Yourself to Win in The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities.
Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Chicago
I talk I held in-house at Hoodin to increase the common understanding of user experience among the teams.
https://jacoblindstrom.design/talk/what-is-ux
Market Research Report : Mobile Commerce Market in India 2012Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Mobile Commerce is the activity of commencing commercial transactions between both B2C and B2B entities via mobile devices. Indian retail market has experienced high growth over the last decade with a gradual shift towards modern retailing formats. With growing numbers of mobile devices and mammoth wireless subscriber base, the focus is slowly shifting to mobile platforms. Leveraging on enhanced reach like MVAS and diverse features like of e-commerce, m-commerce is poised for greater adoption acrossIndia, in the coming years.
Although mobile commerce market inIndiais in nascent stage, m-payment and m-banking segments have shown significant growth over the last few years. Initiative taken by the government and financial organizations to reachIndia’s un-banked population can ensure tremendous growth in the latter segments. There are around 600,000 territories that require banking facilities but only around 89,000 bank branches are there in the country.
1. The document discusses how companies can mobilize their enterprise and move from outdated 1990s infrastructure to a more cloud-centric and consumer-friendly mobile environment.
2. It provides examples of how Symbio, a technology services company, has helped other companies like Airbiquity, RF Swedish Sports, and Orbit GMT develop mobile solutions to enhance their businesses and operations.
3. Symbio serves as an outsourced development center for these companies, helping them build cloud-based backends, mobile apps, and video streaming capabilities to enable remote access and monitoring.
Similar to Blinktraffic E245 final presentation (20)
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
1. Final Project Report
Blink Traffic: Stevia Angesty Stanford University
Ian Christopher ENGR 245: The Lean
Michael Feng Launchpad
Richard Kidarsa Winter 2011
2. Ini$al
Product
Idea
Mobile
applica+on
providing
crowd-‐
Shanghai Lahore
sourced
real
+me
traffic
map
in
developing
countries
Bangkok Jakarta
3. Meet the Team
Stevia Angesty
Michael Feng
Richard Kidarsa
Ian Christopher
Background: Investment Banking and Private
Engineering, Business
Background: Computer Science
Engineering
Equity in Asia
Expertise: Indonesian connections, logistics
Expertise: Programming Indonesian connections
Programming,
experience
Expertise: Finance, Marketing
Role: Technical framework, server-side
Client application development, website
Role: Financials, Strategy
Liaising with customers and partners,
development
market research
5. What
we
did
(part
1)
• Interviewed
market
leader
in
traffic
informa+on
services
• Interviewed
8
corporate
customers
in
Indonesia
6. Inrix
Interview
Market
Leader
in
Traffic
Data
Services
Customer
Segments:
Public
Sector
Media
Automo$ve
Mobile
7. Pass/Fail
Criteria
• Companies
in
Indonesia
do
not
have
the
technology
to
detect
traffic
• Large
companies
in
Indonesia
distribute
at
least
200
corporate
Blackberries
to
their
employees
• At
least
2
companies
have
strong
interest
in
buying
traffic
applica+on
8. Customer
Segment:
Corporate
Interviewed
8
poten$al
business
sector
customers:
“We
have
our
own
proprietary
traffic
system”
“Traffic
is
driver’s
responsibility.
We
will
evaluate
the
fuel
usage”
“We
only
give
out
limited
number
of
corporate
Blackberries
to
employees”
“Tardiness
is
tolerable.
We
use
motorcycles
if
it
is
too
late” cTc
9. Customer
Segment:
Corporate
The Dispatchers:
Customer
Sounds cool. It’d be
Archetypes
more efficient than
relying on drivers.
Users
10. Customer
Segment:
Corporate
Customer
The Managers:
Archetypes
We’d love to have
the app if it works
Users Influencers
and
Recommenders
11. Customer
Segment:
Corporate
Influencers
and
Customer
Recommenders The Procurement Dept:
Our drivers know the
Archetypes
the traffic better
than you!
Users Economic Buyers,
Decision Makers
12. Customer
Segment:
Corporate
Influencers
and
Archetypes
Recommenders
The Drivers:
Are you questioning
our expertise?
International, local, large, and small
companies
Users Saboteurs Economic Buyers,
Decision Makers
13. Pass/Fail
Criteria
FAIL
• Companies
in
Indonesia
do
not
have
the
technology
to
detect
traffic
• Most
don’t
but
large,
sophis+cated
ones
do
• Large
companies
in
Indonesia
distribute
at
least
200
corporate
BlackBerries
to
their
employees
• Largest
mul+na+onal
bank
gives
out
approximately
10
• At
least
2
companies
have
strong
interest
in
buying
traffic
applica+on
• 0
out
of
the
8
companies
we
surveyed
16. What
we
did
(part
2)
• Interviewed
market
leader
in
consumer
traffic
applica+ons
(Waze)
• Interviewed
2
Indonesian
web
startups
• Surveyed
98
Indonesian
commuters
17. Waze
Interview
100% crowdsourced
traffic targeting
consumers
2,500,000
2,000,000 Recently raised $25
Users
1,500,000
1,000,000
million Series B
500,000 round
0
2009 (est) 2010 2011
• How did they grow? Social and gaming features
• What markets are they focusing on? North America
• What are the key challenges? Data costs, cultural differences
• How do they make money? They don’t…yet
18. Jagoan
Interview
*
Indonesian
Social
App
*
Partnered
with
Retail
Companies
User
friendly
interface
while
SLOW
User
looks
savvy
connec$on
Loyalty
19. Disdus
Interview
*
Indonesian
Groupon
*
Poten$al
partnership
for
adver$sing
Troublesome
Hard
to
payment
mone$ze
before
method
cri$cal
mass
20. B2C
Customer
Feedback
98
2½h
1h
$8
web
and
phone
spent
in
heavy
surveys
in
spent
in
car
per
traffic
(<6mph)
on
gasoline
per
Indonesia
day
per
day
day
21. B2C
Customer
Feedback
20%
of
reduc,on
in
heavy
traffic
would
save
a
person1:
Blink
Subscrip$on:
50h
$42
saved
per
year
gasoline
costs
per
year2
$1
/month
1.
Assumes
5
working
days
per
week
and
50
workweeks
per
year
2.
Assumes
gasoline
usage
is
30%
of
normal
usage
during
heavy
traffic
22. B2C
Customer
Feedback
120
52%
Plenty
of
$me
to
use
mobile
devices
while
web
and
phone
surveys
in
USE
DRIVERS
commu$ng
Indonesia
46%
1. Mo$vated
by
3-‐person
HOV
lanes
2. Alterna$ve:
pay
“carpool
CARPOOL
jockeys”
$2.50
per
trip
23. B2C
Customer
feedback1
Blackberry
leads
usage
but
iPhone/iPads
important
Conclusion:
Focus on Blackberry first and iPhone/Pad second
What mobile device do you use in the car?
45% 40%
40%
35%
30% 28%
25% 20%
20%
15%
10% 8%
4%
5%
0%
Blackberry iPhone iPad other None
smartphones
1. Data obtained from web and phone surveys of 120 potential customers
24. B2C
Customer
feedback1
What do you do with your Never
Rarely
Sometimes
Often
Always
>= Sometimes
smartphones in the car?
Work
39
17
33
6
17
50%
Gather traffic information
66
28
17
6
0
20%
Read news
39
22
22
28
0
46%
Browse internet
28
17
11
33
28
62%
Community and game mechanics are
Socialize with friends
Play games
11
33
6
17
28
39
28
11
44
17
86%
58%
critical to driving usage and virality
How often would you use these Never
Rarely
Sometimes
Often
Always
>= Sometimes
features of our application?
Report incidents
22
28
22
33
17
60%
Join a chat
33
28
44
17
0
50%
Play mini-games
44
28
28
22
0
41%
Ask and respond to questions
39
39
28
17
0
37%
Find your friends and followers
22
39
22
28
6
48%
Earn points for driving more
33
39
22
22
11
44%
1. Data obtained from web and phone surveys of 120 potential customers
26. What
we
did
(part
3)
• Assessed
market
size
• Tested
demand
crea+on
via
website
27. How
Big
is
the
Market?
1. Located
outside
the
U.S.,
Western
Europe,
and
Australia
2. Mobile
penetra+on
rate
*
popula+on
>=
4
million
3. Popula+on
density
>=
2500
per
sq
km
4. GDP
growth
rate
>=
5%
China:
Beijing, Shanghai,
Shenzhen
Total cities: 24 Mediterranean:
Istanbul
North Asia ex-China:
Taipei, Hong Kong,
Total mobile users: 203.7 million
Seoul
Latin America:
Mexico City Africa:
Cairo, Lagos
South Asia: SE Asia:
Mumbai, Delhi, Jakarta, Surabaya,
South America: Kolkata Bangkok, Singapore,
Rio de Janeiro, Sao Kuala Lumpur, Manila
Paulo, Bella Horizonte,
Lima, Santiago. Buenos
Aires
28. Market
Growth
Plan
Rest of
World
Rest of Asia • Brazil (Rio de
• India (Mumbai, Janeiro, Belo
Kolkata, Delhi) Horizonte
• China (Bejing, • Buenos Aires
Southeast
Shanghai, • Cairo
Asia: Shenzhen) • Istanbul
• Surabaya • Hong Kong • Lagos
• Bangkok • Taipei • Lima
Jakarta • Singapore • Seoul • Mexico City
• Bangkok • Santiago
• Kuala Lumpur
• Manila
Market 1 2 3 4
Cumulative number 1 6 15 25
of cities
Cumulative mobile 10.4 36.9 109.6 203.7
users (millions)
Detailed income statement and assumptions in Appendix
29. Success
Depends
on
Virality
>
Churn
Ra+o
of
early
stage
virality
rate
to
churn
rate
=
2.00x
30. Success
Depends
on
Virality
>
Churn
Ra+o
of
early
stage
virality
rate
to
churn
rate
=
1.50x
31. Success
Depends
on
Virality
>
Churn
Ra+o
of
early
stage
virality
rate
to
churn
rate
=
1.0x
32. Demand
crea$on
via
website
1
2
3
“Not
a
landing
page”
Doesn’t
show
the
No
Indonesian
version
product
33. Demand
crea$on
via
website
-‐
results
Clicks CTR
100 74 2.00% 1.56%
68 1.25%
50 22 1.00% 0.59%
0 0.00%
1 2 3 1 2 3
People need to use the product
CPC us to maximize learning click
for Conversions per
1.5 1.34 6.00%
4.05%
1 0.62 4.00% 2.94%
0.54
0.5 2.00%
0.00%
0 0.00%
1 2 3 1 2 3
35. What
we
did
(part
4)
• Developed
server
backbone
integrated
with
OSM
and
Hadoop
• Built
a
working
Blackberry
applica+on
• Iterated
based
on
user
feedback
• Talked
to
poten+al
partners
36. Server
Backbone
with
OSM
and
Hadoop
OSM
DATA
BLINK
DATA
MAP
MANAGER
TRAFFIC
USER/EVENT
DATA
MANAGER
Front
End
AGGREGATION
Client
38. First
release
issues
Device
cannot
Different
connect
to
provider
semng
internet
for
Indonesia
Downloading
Fix
website,
problems
Provide
instruc$ons
People
don’t
Pop
up
window
want
to
leave
to
force
people
feedback
to
give
feedback
39. Second
release
issues
Bad
GPS
Use
data-‐assisted
signal
GPS
Show
Users
dislike
instruc$ons
and
Pop-‐ups
pop-‐up
once
Users
have
old
Support
older
OS
Blackberry
OS
40. Second
release
feedback
result
User
wants
to
So
far
50
Want
traffic
data
see
their
friends
downloads
41. Third
release
Implemented
User
can
locate
20
downloads
chamng
others
on
map
since
release
3
days
ago
5
new
users
introduced
via
sharing
Feedback on 3rd release:
Privacy
Baoery
life
Implement
Adjust
server
privacy
toggle
ping
rate
42. Key
Partners
AGM
Market
share:
44%
mobile
Interested
in
partnering
if
phone
service
&
18%
Disdus
will
adver+se
Blink
Blink
can
provide
them
free
Large companies are hard to negotiate. Blink will
internet
mobile
phone
service
traffic
informa+on
in
their
website
focus more on partnering with other Startups
Currently
looking
for
mobile
applica+on
to
AGM
owns
trucking
fleet
Blink
will
adver+se
Disdus
partner
to
increase
internet
(>100
trips/week)
in
Java
in
the
Blackberry
service
usage.
Telkomsel
region
which
can
help
Blink
applica+on
wants
a
large
number
of
in
genera+ng
traffic
data
users
before
partnering
44. Epilogue:
What
we
learned
• MVP
has
to
iinclude
virality,
not
just
traffic
to
nclude
virality,
not
just
traffic
• Legal-‐ese
is
difficult
to
handle.
It
took
us
a
long
+me
to
understand
this
• Users
need
to
test
the
product
in
order
to
maximize
learning
• We
need
to
assume
tthat
users
are
ttechnically
lliterate
ssume
hat
users
are
echnically
i illiterate
• Simplicity
is
everything
from
the
user’s
perspec+ve
• Users
who
like
our
idea
are
not
the
same
as
early
adopters
/
promoters
• Need
to
balance
tech
planning
and
implementa+on
• Difficult
learning
curve
to
master
technologies
like
EC2
and
Apache
• Blackberry
is
not
developer-‐friendly
and
it
spreads
to
the
server
• Gelng
user
feedback
is
a
lot
harder
than
we
originally
thought
• Difficult
to
approach
customers
large
and
small
the
second
+me
around
• From
mindsets
to
trends
to
technical
literacy,
the
tech
landscape
is
different
in
parts
of
the
world.
• We
cannot
spend
too
much
+me
thinking
off
/
wri+ng
an
elegant
solu+on,
but
you
also
cannot
write
garbage
• Code
organiza+on
really
starts
to
become
more
and
more
important
as
you
LOC
grows.
By
5,000
LOC
it
will
be
crucial
to
have
a
well
organized
code
base.
• User
mindsets
and
ttechnological
environment
ddiffer
remendously
from
mmarket
to
market
indsets
and
echnological
environment
iffer
t tremendously
from
arket
to
market
45. Epilogue:
• Is
this
a
viable
business?
– Poten+al
to
solve
a
hair-‐on-‐fire
problem
for
a
huge
and
growing
market
– Small
capital
investment
needed
to
validate
business
model
– High
ROI
• Will
we
pursue
it
aqer
the
class?
– YES!
“You gotta be in front of the wave to catch it”
55. Appendix:
Key
Assump$ons
Growth stages Early Mid Late Plateau
Market penetration rate 0.0% 3.0% 10.0% 15.0%
Churn rate 50% 50% 20% 10%
Virality coefficient 0.75 0.60 0.20 0.10
Promotion % increase 10% 3% 2% Population growth
Employees per city 5 10 20 30
Rent per city 1,000 2,000 5,000 10,000
Revenues
Costs
Ad revenues start when users per city Monthly salary per employee
$1000
exceed
10,000
Setup costs per city
$100,000
Views per month per active user
67.75
Technology costs per 1000 us
Advertising eCPM
1.00
ers
$20
Fixed promotion costs per city
$10,000
Premium revenues start when users pe Annual promotion costs per a
r city exceed
200,000
ctive user
$1
Premium percentage of regular users
17%
Tax rate
25%
Premium pevenue per user per month
1.00
56. Appendix:
Markets
Rank Land area
Density
GDP
GDP
Mobile phones
Market
(Global City / Urban area
Country
Population
Density)
(in sqKm) (per sqKm) per capita growth rate per capita size
1
Mumbai
India
14,350,000
484
29,650
3,400
8.30%
63.22%
9,072,070
2
Kolkata
India
12,700,000
531
23,900
3,400
8.30%
63.22%
8,028,940
4
Lagos
Nigeria
13,400,000
738
18,150
2,400
6.80%
50.30%
6,740,200
5
Shenzhen
China
8,000,000
466
17,150
7,400
10.10%
62.80%
5,024,000
6
Seoul/Incheon
South Korea
17,500,000
1,049
16,700
30,200
6.10%
97.20%
17,010,000
7
Taipei
Taiwan
5,700,000
376
15,200
35,100
8.30%
100.00%
5,700,000
10
Shanghai
China
10,000,000
746
13,400
7,400
10.10%
62.80%
6,280,000
11
Lima
Peru
7,000,000
596
11,750
9,200
7.80%
95.50%
6,685,000
12
Beijing
China
8,614,000
748
11,500
7,400
10.10%
62.80%
5,409,592
13
Delhi
India
14,300,000
1,295
11,050
3,400
8.30%
63.22%
9,040,460
15
Manila
Philippines
14,750,000
1,399
10,550
3,500
6.70%
73.60%
10,856,000
17
Jakarta
Indonesia
14,250,000
1,360
10,500
4,300
6.00%
73.10%
10,416,750
21
Cairo
Egypt
12,200,000
1295
9,400
6,200
5.30%
76.80%
9,369,600
25
Sao Paulo
Brazil
17,700,000
1968
9,000
10,900
7.50%
100.00%
17,700,000
27
Mexico City
Mexico
17,400,000
2072
8,400
13,800
5.00%
79.80%
13,885,200
28
Santiago
Chile
5,425,000
648
8,400
15,500
5.30%
100.00%
5,425,000
29
Singapore
Singapore
4,000,000
479
8,350
62,200
14.60%
100.00%
4,000,000
32
Istanbul
Turkey
9,000,000
1166
7,700
12,300
7.30%
92.20%
8,298,000
35
Rio de Janeiro
Brazil
10,800,000
1580
6,850
10,900
7.50%
100.00%
10,800,000
37
Hong Kong
Hong Kong
7,100,000
1100
6,455
45,600
5.70%
100.00%
7,100,000
38
Bangkok
Thailand
6,500,000
1010
6,450
8,700
7.60%
81.00%
5,265,000
47
Buenos Aires
Argentina
11,200,000
2266
4,950
15,000
7.80%
100.00%
11,200,000
52
Belo Horizonte
Brazil
4,000,000
868
4,600
10,900
7.50%
100.00%
4,000,000
90
Kuala Lumpur
Malaysia
4,400,000
1606
2,750
14,700
7.10%
100.00%
4,400,000
Total
mobile
users:
203.7
million
58. Appendix:
Blink
Customer
Archetypes
Commuters in large developing market cities:
- Working professionals with cars
- Working professionals using public transport
- Students
- Stay-at-home partners (Tai-Tai’s)