Mobile First Inc. is a Mobile Monetization Company based on analytics driven solutions. This project is a detailed business plan with an objective to raise an initial investment of $1.5 Million from Venture Capitalists. The purpose of the project is to ensure that the business idea is realized from conception to reality. It provides a full spectrum of a business from the day a business idea is in mind of an entrepreneur to the day that idea becomes a reality. It entails a detailed analysis of mobile industry, new technologies and shift in trends in customer behavior, social listening, patents, market research, market segmentation, customer buying patterns, operations and management. The ask is based on presenting a detailed cost benefit analysis, financial feasibility, startup expenses, projected cash flows, income statements, competitive analysis and growth strategy.
Summary Points-
Presented to - Venture Capitalists
Owner’s equity $ 200,000
Investment - $1.5 million
Positive Cash Flow at the beginning of year 2
Net Income of $1.4 million at end of year 2
Net Income of $2.07 million at end of year 3
It’s clear how Incumbent banks are met with unprecedented market forces. Fintech and neobanks—new financial players that offer more and more exciting financial products—are eating up banking market shares. Meanwhile, the growing use of alternative payments such as PayPal, Samsung Pay, Apple Pay, and so on points to the fact that customers are finding traditional banks inconvenient and untrustworthy. At the same time, people are walking away from physical branches; instead preferring mobile banking for ease and convenience, according to a recent report by Backbase. On top of that, the government continues to encourage Digital Banking, made apparent by the government’s recent directives. These factors may sound like twists and turns that took traditional banks by surprise, yet they point to the refusal to change and innovate in the face of digital disruption. Now that change becomes a matter of life and death for banks, there’s an evident need for a shift in mindset and principle called Design Thinking. This paper looks over the relevance and application of Design Thinking in the banking sector. You will also get to explore how some current banks are applying this method. The promise of Design Thinking for banks proves beyond doubt. Now let’s dive in.
More and more customers are seeing mobile as their banking channel of choice, proven by a growing body of papers. To cite some, Cimigo revealed that for every 10 respondents who are Vietnamese consumers, 3 are using some forms of e-payments including mobile banking application and e-Wallet. Or Backbase predicted that mobile transactions in Vietnam will increase by 300% between 2021 and 2025, driven by mobile payments. As banks build more creative features and integrate with third-party financial products, mobile banking application is no longer a tool for remote money transaction; it has become a financial lifestyle platform that offers a single hub for all banking services. In this article, we get to explore various innovative features that a bank might consider for its mobile banking application, with the goal to keep up with the Digital Banking upsurge.
The document discusses a shift from the traditional 40-year-old paradigm of customer service centered around automatic call distribution (ACD) systems to a new paradigm enabled by technologies like mediated interaction matching (MIM). MIM uses customer and agent data to match them for personalized interactions. It implements analytics-assisted routing (AAR) and customer choice routing (CCR) to improve the customer experience. The new paradigm also moves beyond call centers to use field experts and mobile technologies to build local relationships through in-person interactions.
2016 Strategies for Engaging Tomorrows MembersASAE
The document discusses strategies for associations to transform and engage members through technology. It emphasizes developing a mobile mindset and focusing on members' digital experiences and "moments of need". Key points include building responsive websites, understanding members' journeys across multiple devices, using data analytics to gain insights, implementing beacon technology, and creating world-class APIs to seamlessly share data across systems. The goal is for associations to meet members' expectations by being present throughout their digital experiences.
Role of e commerce applications in business growth by amritpal singh - jul,...FugenX
This document discusses the role of e-commerce applications in business growth. It begins by defining e-commerce applications as software, either web or mobile, that allows online buying and selling. It then describes the types of e-commerce like B2B, B2C, C2C, and C2B. Next, it lists reasons why businesses need e-commerce apps like increased mobility, personalized marketing, and fast payments. It concludes by stating that e-commerce apps help businesses attract more customers, increase revenue, and gain market share.
The document discusses the trend of "omni-colleagues," where companies are reintegrating human employees into digital customer experiences. Some key points:
- Companies are moving away from trying to replace all human interaction with automated systems and realizing that humanized customer service is important.
- Employees are being referred to as "colleagues" rather than "staff" to emphasize teamwork between employees and customers.
- Customers can now rate individual employees, like drivers on Lyft.
- Companies are providing digital tools to employees but also training them in social skills to better help diverse customers.
- Looking forward, companies will evaluate employees not just on speed but quality of customer interactions.
While traditional banks contend with inflexible legacy IT systems, the transformational ones deploy Agile methods to significantly reduce their time to value and make the organization more flexible as a whole.
Transformation is difficult and digital transformation is even harder.
State of influence 2.0 by Brian Solis and TraackrBrian Solis
A groundbreaking report on the state and future of influencer marketing by Brian Solis and Traackr. What if influencer marketing was more than marketing? What if it was about the end-to-end customer or employee experience?
Welcome to a new era of marketing; an era where brands are shaped by the people who experience them. In a world where most consumers are connected, the experiences that they have and share online collectively shape their perceptions, impressions and actions. To a certain extent, all connected consumers are becoming influential in their own ways.
Influence has never been more import- ant. Every year, global communica- tions marketing firm Edelman pub- lishes its “Trust Barometer” report that captures the sentiment of trust in a variety of industries and scenarios. In its 2017 edition1, Edelman learned that the credibility of CEOs was at its lowest level ever. At the same time, the report found that trust in peers, or “a person like yourself,” is as cred- ible a source of information about a company as a technical or academic expert. Without trust, brand market- ing may fall upon skeptical, distrusting or altogether inattentive audiences.
By partnering with the right influenc- ers, or people who tell the right stories in the right context by delivering value at each step, brands can reach people through those they trust while earning trust in the process.
It’s clear how Incumbent banks are met with unprecedented market forces. Fintech and neobanks—new financial players that offer more and more exciting financial products—are eating up banking market shares. Meanwhile, the growing use of alternative payments such as PayPal, Samsung Pay, Apple Pay, and so on points to the fact that customers are finding traditional banks inconvenient and untrustworthy. At the same time, people are walking away from physical branches; instead preferring mobile banking for ease and convenience, according to a recent report by Backbase. On top of that, the government continues to encourage Digital Banking, made apparent by the government’s recent directives. These factors may sound like twists and turns that took traditional banks by surprise, yet they point to the refusal to change and innovate in the face of digital disruption. Now that change becomes a matter of life and death for banks, there’s an evident need for a shift in mindset and principle called Design Thinking. This paper looks over the relevance and application of Design Thinking in the banking sector. You will also get to explore how some current banks are applying this method. The promise of Design Thinking for banks proves beyond doubt. Now let’s dive in.
More and more customers are seeing mobile as their banking channel of choice, proven by a growing body of papers. To cite some, Cimigo revealed that for every 10 respondents who are Vietnamese consumers, 3 are using some forms of e-payments including mobile banking application and e-Wallet. Or Backbase predicted that mobile transactions in Vietnam will increase by 300% between 2021 and 2025, driven by mobile payments. As banks build more creative features and integrate with third-party financial products, mobile banking application is no longer a tool for remote money transaction; it has become a financial lifestyle platform that offers a single hub for all banking services. In this article, we get to explore various innovative features that a bank might consider for its mobile banking application, with the goal to keep up with the Digital Banking upsurge.
The document discusses a shift from the traditional 40-year-old paradigm of customer service centered around automatic call distribution (ACD) systems to a new paradigm enabled by technologies like mediated interaction matching (MIM). MIM uses customer and agent data to match them for personalized interactions. It implements analytics-assisted routing (AAR) and customer choice routing (CCR) to improve the customer experience. The new paradigm also moves beyond call centers to use field experts and mobile technologies to build local relationships through in-person interactions.
2016 Strategies for Engaging Tomorrows MembersASAE
The document discusses strategies for associations to transform and engage members through technology. It emphasizes developing a mobile mindset and focusing on members' digital experiences and "moments of need". Key points include building responsive websites, understanding members' journeys across multiple devices, using data analytics to gain insights, implementing beacon technology, and creating world-class APIs to seamlessly share data across systems. The goal is for associations to meet members' expectations by being present throughout their digital experiences.
Role of e commerce applications in business growth by amritpal singh - jul,...FugenX
This document discusses the role of e-commerce applications in business growth. It begins by defining e-commerce applications as software, either web or mobile, that allows online buying and selling. It then describes the types of e-commerce like B2B, B2C, C2C, and C2B. Next, it lists reasons why businesses need e-commerce apps like increased mobility, personalized marketing, and fast payments. It concludes by stating that e-commerce apps help businesses attract more customers, increase revenue, and gain market share.
The document discusses the trend of "omni-colleagues," where companies are reintegrating human employees into digital customer experiences. Some key points:
- Companies are moving away from trying to replace all human interaction with automated systems and realizing that humanized customer service is important.
- Employees are being referred to as "colleagues" rather than "staff" to emphasize teamwork between employees and customers.
- Customers can now rate individual employees, like drivers on Lyft.
- Companies are providing digital tools to employees but also training them in social skills to better help diverse customers.
- Looking forward, companies will evaluate employees not just on speed but quality of customer interactions.
While traditional banks contend with inflexible legacy IT systems, the transformational ones deploy Agile methods to significantly reduce their time to value and make the organization more flexible as a whole.
Transformation is difficult and digital transformation is even harder.
State of influence 2.0 by Brian Solis and TraackrBrian Solis
A groundbreaking report on the state and future of influencer marketing by Brian Solis and Traackr. What if influencer marketing was more than marketing? What if it was about the end-to-end customer or employee experience?
Welcome to a new era of marketing; an era where brands are shaped by the people who experience them. In a world where most consumers are connected, the experiences that they have and share online collectively shape their perceptions, impressions and actions. To a certain extent, all connected consumers are becoming influential in their own ways.
Influence has never been more import- ant. Every year, global communica- tions marketing firm Edelman pub- lishes its “Trust Barometer” report that captures the sentiment of trust in a variety of industries and scenarios. In its 2017 edition1, Edelman learned that the credibility of CEOs was at its lowest level ever. At the same time, the report found that trust in peers, or “a person like yourself,” is as cred- ible a source of information about a company as a technical or academic expert. Without trust, brand market- ing may fall upon skeptical, distrusting or altogether inattentive audiences.
By partnering with the right influenc- ers, or people who tell the right stories in the right context by delivering value at each step, brands can reach people through those they trust while earning trust in the process.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
The document discusses the mobile payment industry and opportunities for Foursquare to enter this market. It notes that adoption and differentiation are challenges for new entrants. The proposal is for Foursquare to launch "Foursquare Pay" leveraging its location data and relationships to target small businesses and provide personalized deals and notifications to drive transactions.
We are following John and Jane through a typical day and explore their every day banking needs. The aim of this presentation is to showcase how modern day banking is transforming today and in the future.
Digital Transformation of the Guest Experience by Brian SolisBrian Solis
The digital transformation of the hotel guest experience will be a major competitive advantage for hoteliers according to this new report from Sabre Corporation (NASDAQ: SABR) in cooperation with Brian Solis.
In this new study, we investigate the market challenges facing the industry. We interviewed hotel executives from around the world to better understand the technology, challenges and trends that factor into their guest experience strategy. This report will ultimately guide you in architecting the modern guest experience.
What's Inside:
The modern guest experience blueprint
Behind the scenes + exclusive executive interviews of top hospitality brands
Challenges hospitality brands face + how to overcome them
What separates traditional brands from modern brands
Download this report to learn how you can lead change within your brand and how to overcome common hurdles including legacy systems and technologies, silos, inadequate customer journeys + outdated guest perspectives and UX.
The future of hospitality is clear: Customer experience is the make-or-break factor for hoteliers. Will it be your downfall or your competitive advantage?
This document discusses recent trends and the future of retail banking in India. Key trends include increased technology usage, rising incomes, and preference for alternate banking channels. Retail liabilities are expected to grow from tier 2/3 locations through value-added products and services. Retail credit, especially housing, auto, and personal loans, will continue expanding rapidly at 20-30% annually. Challenges include potential rising delinquencies, liquidity mismatches, and fraud risks. Overall, competition is expected to benefit customers through better service and pricing.
Competing for the Future: Iteration vs. Innovation by Brian SolisBrian Solis
Competing for the future starts with a shift in perspective. Without that shift, you will be confined to cycles of iteration—rather than innovation. Leading digital analyst, author and keynote speaker Brian Solis partnered with Oracle for a new paper, "Enterprise as a Service."
How Simplify360 helps in Providing Banking Solutions Simplify360
Banking is one industry which needs to maintain a constant contact with their customers. Social Media in such a case is extremely useful. It provides access to a huge customer base aggregated in a single place.
Simplify360, helps banks listen to what the customers are talking and where, to make sure the company keeps their communication on a constant check. Here's how it is done.
The Funnel Doesn’t Care About Customers; The Funnel Only Cares About The Fun...Brian Solis
Frictionless, integrated omnichannel is the baseline for next generation customer experiences. There are two sides to customer engagement and relationships that need your attention. There’s the experience customers have today of which they endure because it’s their only choice. There’s also the journey customers hack to work for them or worse, other companies design a path that’s more familiar, intuitive and meaningful because. Yet, either one of those two experiences represent the fate of companies that choose to invest in one or the other.
Leading digital analyst and futurist Brian Solis and Teleperformance share how to unite disparate efforts for an approach that's integrated, consistent and complementary.
By embracing a persona-guided approach to mobile apps, organizations can challenge the status quo and ensure proper business relevance of all user profiles, both inside and outside the company's four walls.
The purpose of incorporating augmented reality shopping efforts is to create customer relationships, increase sales and add value to the experience of shoppers. By way of several conventional and non-traditional experiences, retailers are having a chance to attract their target audience.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
Event_FST Sydney RT_Transcript FINAL_Q4 14Scott Leader
The document summarizes a discussion between heads of innovation, digital, technology and customer experience from various banking and insurance companies on strategies for transforming to survive and thrive in a digital world.
David Hackshall from Wesfarmers Insurance discusses how technology has led to changes in social behavior and customer expectations, and the need for organizations to focus on customer experience, leverage data to personalize interactions, and build loyalty programs.
Representatives from Commonwealth Bank of Australia, Westpac, TAL, ING Direct and AMP discuss their approaches to driving innovation through initiatives like innovation labs, prototyping, testing ideas quickly, and collaborating both internally and externally.
Our Whitepaper on mobile banking solutions discusses the changing landscape of mbanking. It also discusses key challenges and drivers in mobile banking and how mobile banking apps can help banks optimize their resources and increase efficiency.
On-demand support is becoming increasingly important as customers expect seamless, immediate experiences. The document discusses three trends driving this: 1) the consumerization of IT where customers use their own devices for work, 2) the rise of interconnected ecosystems requiring aggregators to manage experiences, and 3) rising customer expectations of on-demand service. It argues that to provide on-demand support, companies must integrate customer-facing and internal systems, align business processes, and streamline channels to proactively resolve issues before customers encounter them.
iStart feature: All you need is love: A modern marketers's tech guideHayden McCall
The arrival of new technologies has opened opportunities for marketing, but taking advantage of them requires a significant shift in modus operandi. In today's 'age of the customer' where consumers have easy access to a multitude of research tools, marketing is all about leveraging technology to gauge customer sentiment and build reputation based on honesty, openness and authenticity. Clare Coulson asked industry thought leaders how businesses should behave and where technology fits....
When a company puts human-centered design at the heart of its digital agenda, it can find new sources of value through technology. Here are five principles to embrace to achieve this new way of doing business: http://stratbz.to/vO0wq
We’ve asked customers and partners, spoken to industry experts and made our own conclusions and predictions to help financial organisations succeed in mobile
in 2015.
Who are the mobile innovators and disruptors of the financial industry? How will banks tackle mobile security threats in 2015? What will Apple Pay mean for the financial institutions? What’s the regulatory impact of new mobile technology such as wearables? How do financial institutions stay on top of mobile technology with an accelerated pace of innovation? How much longer will employees of financial firms be tied to a desktop? You'll find the answers in this presentation.
This document discusses the growth of mobile payments and near field communication (NFC) tools. It notes that mobile commerce (mCommerce) is leading ecommerce, as more consumers use smartphones for shopping. New payment services like Square and Google Wallet allow people to buy, sell, and pay from their phones. Square offers flat transaction fees for small businesses, while Google Wallet uses NFC to allow tap-to-pay from phones. Both services are growing rapidly. The document concludes that retailers need strong mobile strategies to engage customers both in-store and on the go, as control of shopping shifts to consumers' mobile devices.
Today’s retail landscape offers unprecedented opportunities alongside some daunting challenges. Economic factors, the increasing choice in products and shopping formats, and unparalleled access to information are fuelling today’s empowered shoppers, who expect more from their retail experience.
PromotIS is a mobile design and development firm that offers a full range of services to create successful marketing campaigns, including apps, websites, and social media solutions. They aim to enhance businesses and secure their place with customers. PromotIS focuses on delivering solutions that provide fast return on investment and uses cutting-edge mobile technologies. They create customized solutions tailored to each client's specific needs and goals.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
The document discusses the mobile payment industry and opportunities for Foursquare to enter this market. It notes that adoption and differentiation are challenges for new entrants. The proposal is for Foursquare to launch "Foursquare Pay" leveraging its location data and relationships to target small businesses and provide personalized deals and notifications to drive transactions.
We are following John and Jane through a typical day and explore their every day banking needs. The aim of this presentation is to showcase how modern day banking is transforming today and in the future.
Digital Transformation of the Guest Experience by Brian SolisBrian Solis
The digital transformation of the hotel guest experience will be a major competitive advantage for hoteliers according to this new report from Sabre Corporation (NASDAQ: SABR) in cooperation with Brian Solis.
In this new study, we investigate the market challenges facing the industry. We interviewed hotel executives from around the world to better understand the technology, challenges and trends that factor into their guest experience strategy. This report will ultimately guide you in architecting the modern guest experience.
What's Inside:
The modern guest experience blueprint
Behind the scenes + exclusive executive interviews of top hospitality brands
Challenges hospitality brands face + how to overcome them
What separates traditional brands from modern brands
Download this report to learn how you can lead change within your brand and how to overcome common hurdles including legacy systems and technologies, silos, inadequate customer journeys + outdated guest perspectives and UX.
The future of hospitality is clear: Customer experience is the make-or-break factor for hoteliers. Will it be your downfall or your competitive advantage?
This document discusses recent trends and the future of retail banking in India. Key trends include increased technology usage, rising incomes, and preference for alternate banking channels. Retail liabilities are expected to grow from tier 2/3 locations through value-added products and services. Retail credit, especially housing, auto, and personal loans, will continue expanding rapidly at 20-30% annually. Challenges include potential rising delinquencies, liquidity mismatches, and fraud risks. Overall, competition is expected to benefit customers through better service and pricing.
Competing for the Future: Iteration vs. Innovation by Brian SolisBrian Solis
Competing for the future starts with a shift in perspective. Without that shift, you will be confined to cycles of iteration—rather than innovation. Leading digital analyst, author and keynote speaker Brian Solis partnered with Oracle for a new paper, "Enterprise as a Service."
How Simplify360 helps in Providing Banking Solutions Simplify360
Banking is one industry which needs to maintain a constant contact with their customers. Social Media in such a case is extremely useful. It provides access to a huge customer base aggregated in a single place.
Simplify360, helps banks listen to what the customers are talking and where, to make sure the company keeps their communication on a constant check. Here's how it is done.
The Funnel Doesn’t Care About Customers; The Funnel Only Cares About The Fun...Brian Solis
Frictionless, integrated omnichannel is the baseline for next generation customer experiences. There are two sides to customer engagement and relationships that need your attention. There’s the experience customers have today of which they endure because it’s their only choice. There’s also the journey customers hack to work for them or worse, other companies design a path that’s more familiar, intuitive and meaningful because. Yet, either one of those two experiences represent the fate of companies that choose to invest in one or the other.
Leading digital analyst and futurist Brian Solis and Teleperformance share how to unite disparate efforts for an approach that's integrated, consistent and complementary.
By embracing a persona-guided approach to mobile apps, organizations can challenge the status quo and ensure proper business relevance of all user profiles, both inside and outside the company's four walls.
The purpose of incorporating augmented reality shopping efforts is to create customer relationships, increase sales and add value to the experience of shoppers. By way of several conventional and non-traditional experiences, retailers are having a chance to attract their target audience.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
Event_FST Sydney RT_Transcript FINAL_Q4 14Scott Leader
The document summarizes a discussion between heads of innovation, digital, technology and customer experience from various banking and insurance companies on strategies for transforming to survive and thrive in a digital world.
David Hackshall from Wesfarmers Insurance discusses how technology has led to changes in social behavior and customer expectations, and the need for organizations to focus on customer experience, leverage data to personalize interactions, and build loyalty programs.
Representatives from Commonwealth Bank of Australia, Westpac, TAL, ING Direct and AMP discuss their approaches to driving innovation through initiatives like innovation labs, prototyping, testing ideas quickly, and collaborating both internally and externally.
Our Whitepaper on mobile banking solutions discusses the changing landscape of mbanking. It also discusses key challenges and drivers in mobile banking and how mobile banking apps can help banks optimize their resources and increase efficiency.
On-demand support is becoming increasingly important as customers expect seamless, immediate experiences. The document discusses three trends driving this: 1) the consumerization of IT where customers use their own devices for work, 2) the rise of interconnected ecosystems requiring aggregators to manage experiences, and 3) rising customer expectations of on-demand service. It argues that to provide on-demand support, companies must integrate customer-facing and internal systems, align business processes, and streamline channels to proactively resolve issues before customers encounter them.
iStart feature: All you need is love: A modern marketers's tech guideHayden McCall
The arrival of new technologies has opened opportunities for marketing, but taking advantage of them requires a significant shift in modus operandi. In today's 'age of the customer' where consumers have easy access to a multitude of research tools, marketing is all about leveraging technology to gauge customer sentiment and build reputation based on honesty, openness and authenticity. Clare Coulson asked industry thought leaders how businesses should behave and where technology fits....
When a company puts human-centered design at the heart of its digital agenda, it can find new sources of value through technology. Here are five principles to embrace to achieve this new way of doing business: http://stratbz.to/vO0wq
We’ve asked customers and partners, spoken to industry experts and made our own conclusions and predictions to help financial organisations succeed in mobile
in 2015.
Who are the mobile innovators and disruptors of the financial industry? How will banks tackle mobile security threats in 2015? What will Apple Pay mean for the financial institutions? What’s the regulatory impact of new mobile technology such as wearables? How do financial institutions stay on top of mobile technology with an accelerated pace of innovation? How much longer will employees of financial firms be tied to a desktop? You'll find the answers in this presentation.
This document discusses the growth of mobile payments and near field communication (NFC) tools. It notes that mobile commerce (mCommerce) is leading ecommerce, as more consumers use smartphones for shopping. New payment services like Square and Google Wallet allow people to buy, sell, and pay from their phones. Square offers flat transaction fees for small businesses, while Google Wallet uses NFC to allow tap-to-pay from phones. Both services are growing rapidly. The document concludes that retailers need strong mobile strategies to engage customers both in-store and on the go, as control of shopping shifts to consumers' mobile devices.
Today’s retail landscape offers unprecedented opportunities alongside some daunting challenges. Economic factors, the increasing choice in products and shopping formats, and unparalleled access to information are fuelling today’s empowered shoppers, who expect more from their retail experience.
PromotIS is a mobile design and development firm that offers a full range of services to create successful marketing campaigns, including apps, websites, and social media solutions. They aim to enhance businesses and secure their place with customers. PromotIS focuses on delivering solutions that provide fast return on investment and uses cutting-edge mobile technologies. They create customized solutions tailored to each client's specific needs and goals.
This document summarizes a study conducted by Forrester Consulting on behalf of Phunware regarding mobile application development among midsize companies. The key findings were: 1) Providing basic mobile app features is not enough, customers expect new value-adding features; 2) Many midsize businesses lack tools to customize mobile experiences; 3) Most midsize businesses face challenges building a business case for mobile app investment due to inability to measure usage and decide on features. The document also provides recommendations for companies to focus on meeting specific customer needs with mobile apps and designing a strategic roadmap.
This document discusses how harnessing business intelligence through mobile platforms can help companies gain competitive advantages. It explores the key benefits of mobile business intelligence, such as enabling real-time decision making and identifying new opportunities. The document also outlines important components of mobile BI solutions, best practices for implementation, challenges to address, and strategies for maximizing value. Embracing trends like artificial intelligence and enhanced data visualization is positioned as crucial for fully unlocking the potential of mobile business intelligence.
Xploree is a mobile marketing platform that uses intent-based targeting to connect brands with consumers. It analyzes user interactions across apps to understand consumer needs and deliver relevant brand messages. This provides a more effective approach than traditional mobile marketing which relies on push notifications and demographic data to predict user interests. Xploree's platform allows marketers to manage campaigns, reach users within different mobile environments, and receive performance reports, addressing key challenges with existing mobile marketing solutions.
Existing mobile marketing faces several challenges, including difficulty capturing user intent, lack of differentiated search and discovery experiences, and fragmented user experiences across mobile apps. Next-generation mobile marketing solutions are needed to more effectively connect brands with consumers by leveraging predictive targeting based on user intent. Xploree is an innovative search and discovery platform that aims to address these challenges through its unique capabilities like intent-driven in-app marketing to drive app discovery and re-engagement.
Top 5-reason-why-your-business-needs-a-mobile-websiteHector Jayat
The document discusses the importance of having a mobile-optimized website for businesses. It notes that mobile phone usage has reached 6 billion subscribers globally, representing a major marketing opportunity. Most mobile users prefer websites that load quickly on phones and will return to mobile-friendly sites but abandon slow-loading ones. If a business' competitors have mobile websites and they do not, they will likely lose customers to those competitors. The mobile internet is growing rapidly and will soon surpass desktop internet usage, so businesses need to establish a strong mobile presence.
Organizations are driving speed and value by accessing a
“single voice” to coordinate enterprise mobility initiatives.
A white paper analysis from HTCpro™
The document discusses enterprise mobility strategies and best practices. It notes that mobility adoption is increasing and will account for 10-12% of IT spending by 2020. Enterprise mobility can transform businesses by creating new revenue channels and improving productivity. However, risks like technology obsolescence must be managed. The document recommends developing a comprehensive mobility strategy aligned with business goals and priorities. It also suggests establishing a center of excellence and partnering with specialists to effectively implement mobility solutions.
Importance of taking your business mobileHector Jayat
Mobile Device Detection applications automatically redirect mobile users to the optimized mobile version of a website. They detect the device through screen width detection, user agent detection, or services like MDD that identify mobile devices. This ensures mobile users have a smooth experience tailored for their device.
Don't come last in a mobile first --WhitepaperAbhishek Sood
By 2020 mobile devices will outsell PC’s by a factor of 10.
Regardless of what mobility strategy your company has in place, or how you intend to execute it, the more mobile users, devices, applications and content your organization adopts, the more challenges you will have to deal with.
Download this white paper to discover how to overcome the most pressing mobility challenges including device security and management, app development, remote support, mobile data and analytics, and more.
Why Your Business Needs a Mobile Strategy NowrapidBizApps
Did you know that 82% of smartphone users turn to their phones to help them make a decision?
Businesses who are able to provide answers to users at the right time are growing and creating new opportunities.
Does your business have a mobile strategy to make this happen? Are you tapping into the possibility of interacting with 2 billion mobile users across the world?
Here is a comprehensive guide on getting started building your own mobile strategy. Get started now.
The document discusses how mobility and analytics are enabling the rise of the "Individual Enterprise" by combining the power of mobile devices and analytics. In the Individual Enterprise, information platforms tailored to each employee's specific needs can dynamically deliver the right insights to the right people at the right time and place. This allows organizations to better serve customers, empower employees, evolve business models, and realize the full transformational benefits of mobility.
Whitepaper_1st may '12_Mobile Marketing Kumar Gaurav
Mobile marketing is an opportunity that should be leveraged rather than feared. Agencies need to get over their fear of mobile marketing due to the large growth in mobile usage and advertising budgets moving to mobile. Mobile advertising works best as part of cross-media campaigns and dialogues. Numbers show that mobile users are an attractive demographic for advertisers and agencies should explore mobile marketing opportunities rather than focusing only on traditional media. With the right third-party partners, agencies can develop effective mobile marketing strategies and campaigns without extensive technical expertise.
The document provides 9 tips for making an ecommerce business wildly successful. The tips include not rushing the website launch, focusing on the user experience, testing all aspects of the business, closely managing social media, incorporating social elements on the website, designing for mobile, prioritizing SEO, collecting customer information, and continuously evolving the business. The document also includes information about KAP System and their SMS solutions.
The document is a mobile advertising trends report that summarizes key trends in the mobile advertising industry in 2015. It discusses the growth of programmatic buying and real-time bidding, and how they provide benefits like streamlining the mobile ad process and enabling on-the-fly optimization. However, it also notes limitations in targeting and ad formats for mobile programmatic buying. The report also examines new and improved mobile display ad formats like mobile rich media, video ads, and native ads that are gaining traction. It then provides breakdowns of mobile ad spending trends by different industries.
With this eBook, you will learn about powerful mobile marketing techniques that will help you instantly maximize exposure and also discover the drop-dead-easy strategies that will put your offer in front of thousands of mobile shoppers in order to earn profits to the great extent for your online business.
7 ADVANTAGES OF USING AI IN MOBILE APP DEVELOPMENTvenkatvajradhar1
Artificial intelligence is a field of computer science that focuses on the development of intelligent machines that act and respond like humans. Some of the activities produced to surround computers with AI are speech recognition, learning, planning, and problem-solving.
Enabling your Enterprise Mobility to tap New Growth OpportunitiesNIIT Technologies
Enterprise Mobility is a powerful tool that promises to bridge the gap between business and IT and truly make IT a business enabler by providing the capability to tap new opportunitie
Similar to Detailed Business plan_Mobile First Inc. (20)
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1. Mobile First Inc.
A Mobile Monetization Company based on analytics driven solutions
As Presented to
Venture Capitalists
For a Equity Line of Credit
In the amount of $1,500,000
Rachit Jauhari
CEO – Mobile First Inc.
11825, Chase Wellesley Drive,
Richmond, VA- 23233
8049289672
rjauhari.contact@mobilefirst.com
2. Table of Contents
1 EXECUTIVE SUMMARY......................................................................................................................................4
2 BUSINESS OVERVIEW........................................................................................................................................4
2.1 MISSION STATEMENT...................................................................................................................................4
2.2 DESCRIPTION OF BUSINESS......................................................................................................................4
2.3 TRENDS IN THE INDUSTRY........................................................................................................................5
2.4 GOVERNMENT REGULATIONS..................................................................................................................5
3. MARKET ANALYSIS............................................................................................................................................6
3.1 MARKET RESEARCH AND TRENDS........................................................................................................6
3.2 MARKET SEGMENT.......................................................................................................................................6
ASSUMPTIONS -........................................................................................................................................................7
3.3 PRODUCTS AND SERVICES.........................................................................................................................8
3.4 PRICING MODEL...............................................................................................................................................8
3.5 SWOT ANALYSIS...............................................................................................................................................8
STRENGTHS/OPPORTUNITIES .................................................................................................................................8
WEAKNESSES/ THREATS..........................................................................................................................................9
3.6 ASSUMPTIONS...................................................................................................................................................9
4 THE COMPETITION.............................................................................................................................................9
4.1 COMPETITORS STRENGTHS AND WEAKNESSES........................................................................10
4.2 COMPETITIVE ADVANTAGE...................................................................................................................10
5 SALES AND MARKETING PLAN..................................................................................................................10
5.1 CUSTOMERS.....................................................................................................................................................10
5.2 ADVERTISING AND PROMOTION........................................................................................................10
5.3 DISTRIBUTION MODEL.............................................................................................................................10
6. OPERATING PLAN...........................................................................................................................................11
6.1 BUSINESS LOCATIONS AND REQUIREMENTS/ ADVANTAGES/ LEASE DETAILS......11
Richmond Headquarters -.......................................................................................................................11
NewDelhi Office...........................................................................................................................................11
6.2 TECHNOLOGICAL INFRASTRUCTURE...............................................................................................11
6.3 R&D......................................................................................................................................................................12
7 FINANCIAL ANALYSIS.....................................................................................................................................12
SUMMARY POINTS –............................................................................................................................................12
8 TERM SHEET.......................................................................................................................................................12
9 WORKS CITED.....................................................................................................................................................13
3. 10 OTHER REFERENCES...................................................................................................................................14
11 APPENDIX..........................................................................................................................................................15
11.1 COST ANALYSIS...........................................................................................................................................15
11.2 REQUIRED STARTUP FUNDS..............................................................................................................16
11.3 SOURCES OF FUNDING............................................................................................................................16
11.4 SALARIES AND WAGES...........................................................................................................................17
11.5 FIXED OPERATING EXPENSES..........................................................................................................19
11.6 PROJECTED SALES FORECAST............................................................................................................20
11.7 CASHDISBURSEMENTS..........................................................................................................................22
11.8 PROJECTED INCOME STATEMENT- YEAR ONE.........................................................................23
11.9 CASH FLOW FROM YEAR ONE.............................................................................................................24
11.10 YEAR END SUMMARY...........................................................................................................................25
4. 1 Executive Summary
The world is more connected than ever. You can see a smartphone in almost
every hand in developed economies. Even, the demand of smartphones is increasing
very fast in South East Asia and also other parts of world. "Internet of Things" is in
its early stages as was internet in 1990's, which means the world is moving towards
"smart" devices which will have an RFID attached and can be operated by a
smartphone with the added benefit- they can make their own "smart" decisions. All
these trends suggest that a lot is going to happen in the mobile industry and
gradually we will be using them more than ever, even for our daily activities.
Most of the businesses today have their websites and they face one issue- they may
have their websites also for mobiles but those are not well suited for mobile and
other digital environment. Websites in mobiles are not properly visible and hard to
use. Even if the ads come on them, they are not properly visible and accessible. And
if the ads are visible properly, they are not well targeted. They appear on the
screens on the customers who actually don’t want them. And in the whole process,
companies miss their target customers who actually would like those ads and would
have converted those ads into offers, or future sales.
Mobile First Inc. solves this problem. It is a mobile monetization company, which
helps businesses achieve analytics and customer insights driven results. It provides
a platform “Mobiip” which is based on artificial intelligence- and helps you publish
your ads where it meets its targeted customers.
2 Business Overview
2.1 Mission Statement
Our mission is to help the businesses reach their customers through efficient, smart
and responsive ways on the digital platforms. Through Big Data Analytics and our
qualified professionals, we will make sure that that our client's money and efforts on
advertisements and digital platforms is well spent.
2.2 Description of Business
Most of the businesses design their websites with the target to engage their
customers. They spend millions of dollars for digital advertising. But, they fail to
capture their audience. The reasons being two-
5. Firstly, once a company decides to make its website, their approach is to make a
website which is PC based. They are not mobile friendly. But now, the digital world
is changing fast. The websites such created don’t open properly in other digital
platforms, hard to read, not content specific and completely miss the idea of
customer preferences. A lot of companies are now adopting a "Mobile First"
strategy.
Secondly, once website is created and published, generally three things occur.
Either it needs to be advertised on some other sites or mobile apps, or it shows
other’s advertisements, or a combination of both. In all the scenarios, if the company
is not tracking its advertisements, their conversion rate, and customer analytics; it
makes no profit to run these advertisements. Also, it needs to be mentioned that
these advertisements are not even properly visible on the company’s mobile site.
Mobile First Inc. tackles this second problem. It provides businesses a complete
range of solutions to reach their target consumers. Mobile First Inc. is a mobile
monetization company. Our primary service is providing the businesses a digital
platform and Big Data insights so that their advertisements on digital platforms
reach their target customers in cost effective manner.
2.3 Trends in the industry
Average number of connected devices used per person in US in 2014 – 2.9
(Average number of connected devices used per person in selected countries
in 2014)
Global connected device sales from 2008 to 2015 (in million units) has
increased from 1463 t 3413 (Company)
Number of mobile shoppers in the United States from 2013 to 2018 (in
millions) – 122.9 to 198.( (Number of mobile shoppers in the United States
from 2013 to 2018 (in millions))
Number of devices to hit 4.3 per person by 2020 (Waring, 2014)
U.S. consumer spends 60 hours a week consuming content across devices
(THE U.S. DIGITAL CONSUMER REPORT, 2014)
86% of people use their smartphones while consuming other media (Google:
How to Make Your Website Work Across Devices, 2013)
All these trends suggest that a lot is going to happen in the mobile industry and
gradually we will be using them more than ever, even for our daily activities.
2.4 Government Regulations
There are no significant regulations for this industry
6. 3. Market Analysis
3.1 Market Research and Trends
People in US spend 11.7 percent of their media time on their mobile phones and
tablets, yet mobile ads only account for 1.6 percent of total ad spend. This is a silver
platter opportunity for us.
Over 50 percent of companies allocated less than five percent of their
marketing budget to mobile advertising (Statistics and facts about Mobile
Marketing in the U.S., 2015)
Less than a half optimized their internet presence for the needs of mobile
users. (Statistics and facts about Mobile Marketing in the U.S., 2015)
Digital video ad spending is rising faster than search and display. US digital
video ad revenue will rise by a CAGR of 21.9% through 2020. (Hoelzel, 2015)
Mobile search will overtake desktop search ad revenue by 2019. Mobile
search ad spend will rise by a 25.2% CAGR, while desktop search ad revenue
will decline during the same period. (Hoelzel, 2015)
Mobile display ads, including banners, rich media, and sponsorships, will
overtake desktop display-related spending even earlier, in 2017. (Hoelzel,
2015)
The rapid embrace of programmatic ad-buying tools is fueling a dramatic
uptick in the share of digital ad spending coming through programmatic
channels. Programmatic transactions will be a majority of total US digital ad
spends this year. (Hoelzel, 2015)(Digital advertising spending in the United
States from 2012 to 2018 (in billion U.S. dollars)) (Mobile advertising
spending in the United States from 2011 to 2019 (in billion U.S. dollars))
(Ciccotelli, 2015)
3.2 Market Segment
The market segment is targeting the retail industry in US that spends on mobile and
digital advertising.
Market 2015 2016 2017 2018 2019 2020 2021 CAG
R
Digital
advertisi
ng
58.60 66.49 74.11 82.24 91.26 101.27 112.38
7. spending
worldwi
de from
2012 to
2018 (in
billion
U.S.
dollars)
Mobile
Advertisi
ng In US
30.45 42.01 50.84 57.95 65.49 74.01 83.64
Retailers 7.06 11.00 13.32 15.18 17.15 19.39 21.91 12.9
0%
Applicab
le
Market(
Bottom
10%)
0.42 0.66 0.80 0.91 1.03 1.16 1.31 20
%
Target
Market(
BILLION
$)
0.0021
19
0.0033
01
0.0039
95
0.0045
54
0.0051
46
0.0058
16
0.0065
72
Target
Market $ 2,119,3
20.00
4,291,4
02.16
5,193,4
03.61
5,919,7
03.76
6,689,9
29.24
7,560,3
70.42
8,544,0
66.59
30
%
Retailers Share 23.20%
Target Market 0.50000%
Applicable Market 5%
Assumptions -
1. Retailer's share 23.2 % for first year (Digital advertising spending in the
United States from 2012 to 2018 (in billion U.S. dollars))
2. CAGR is 12.9 % for retailers. (Ciccotelli, 2015)
8. 3.3 Products and services
Mobile First Inc. is a B2B Business model. Our product comes in the form of service
provided to businesses. There are four different kinds of products based on the cost
and type of advertisements-
1. Product A – High end Advertisements
2. Product B - Rich end Advertisements
3. Product C - Medium end Advertisements
4. Product D – Low end Advertisements
The product description and differentiation is being worked on and it depends
basically on the types of contracts we secure with our clients.
3.4 Pricing Model
Today’s digital advertising is filled with many different pricing options. A lot of
options for pricing will be implemented based on the clients, requirements and
the contracts. A few of them are listed here–
Click-through rate (CTR) Model
Conversion Rate Model
CPF (cost-per-follower/fan)
CPV (cost-per-view)
CPI (cost per app install)
CPVM (cost-per-viewable-impression)
3.5 SWOT ANALYSIS
Strengths/Opportunities
First company to provide a complete set of solutions ranging from digital
platform friendly site, design approach and advertising centric
Helps the businesses reach their target customers
Helps the businesses spend their money on the right advertising platforms
A new technology- Responsive Design
A new Technology- A platform with artificial intelligence
Increase in digital advertising in US
Increase in smartphones and other digital platforms’ usage
9. Helps the clients increase their customers’ base and help them
concentrate on their target customers
Initial target base is reachable
Weaknesses/ Threats
Establishing relationships with businesses and other advertising platforms
Initial setup costs
Evolving technology
Lot of competition
3.6 Main Assumptions
Most of the assumptions have been mentioned in the appendix while calculating.
Listed here is some of the main assumptions-
Salaries, Wages, Tax rates etc. have been used as per industry standards. The
sources have been listed in the “References’ field.
COGS of technology service-based industry are minimal. We assumed COGS
to be 5% of the sales.
In the Income statement sheet, sales been divided equally in all the months.
The applicable market in the retail industry is big but we assumed it to be
only 5 % of the current retail market. Our target in the initial years will be
businesses who are small to medium sized level and who are willing and
capable to invest such money on the digital ads. Hence, 5 % seems
reasonable. Also, in the initial years, our actual target market (on whom our
projections are based) is actually 0.5 % of that market.
Cost analysis of ads based industry is difficult because it depends on the
service contracts and also on the pricing models and click –through and
conversion rates. Hence, WE considered four products- A, B,C,D based on the
service contracts, cost models, advertising space etc. and calculated COGS on
a percent basis. Also, the numbers are industry average for a small startup,
which is very much attainable.
4 The Competition
The competition is huge in the field of digital advertising. Big Players like Google,
Yahoo, and Facebook etc. together are the market leaders in the digital ad world.
Also, there are a lot of other advertising companies who can be the moderate
competitors.
10. 4.1 Competitors Strengths and Weaknesses
Big players like Google do not concentrate on providing personalized services. Also,
the size is too big on the digital ad worlds that it becomes really difficult for medium
to low range businesses to have their ads displayed on the proper channels. Also,
they are not sure if it is really beneficial to them or their ads are just a number in te
big space.
4.2 Competitive Advantage
With the new platform “Mobiip”, Mobile First Inc. is able to understand what a
user is viewing in a mobile app, or on a website; curate a set of products or
content in real time that is relevant to what the user is viewing, and serve it
instantly and relatively unobtrusively in the app.
We are putting the consumer at the center of advertising.
5 Sales And Marketing Plan
5.1 Customers
Our customers are the businesses who have online presence, have their
websites, digital channels and spend on digital advertisements. Our target
customers for the initial years will be the retailers in US who are spending on
digital ads and want to target their customers on all the digital platforms.
5.2 Advertising and Promotion
We will engage in advertising on social media, technology magazines, social;
media and through other channels which are relevant to the industry we are
targeting. Having a B2B Business model, we also need to strategies on reaching
our clients directly.
5.3 Distribution Model
We are a service-based company. For the distribution of our services, we need
cloud space and other digital infrastructure that is robust, and can connect our
clients on a secured platform.
11. 5.4 Customer Service Policy
Customer Service is enhanced by a website and 1-800 inquiry line. Customers
can also chat online or request specific meetings either through our website, or
through personal customer professionals. Our product also insures monthly
customer feedback surveys.
6. Operating Plan
6.1 Business Locations and requirements/ advantages/ lease
details
We are a US based company. Our headquarters is in Richmond, Virginia, US.
We have also an office in New Delhi, India where most of our technology
professionals work. The two offices are currently being leased on a yearly basis.
Richmond Headquarters -
Status: Active
Rental Rate: $12 /SF/Year
Space Available: 4000 Sq. Ft
Total Rent for a year: $48000
Advantages- The office is located in the downtown Richmond area, with
ease of commute and benefit of being close to Richmond Airport.
New Delhi Office
Status- Active
Rental Rate - $3022/ Year
Space: - 4000 Sq. Ft
Total Rent for a year: 3022
Advantages - The facility is closely located to the metro facility, equipped
with high speed Internet and is located in a safe office building.
6.2 Technological Infrastructure
All the services and technology will be cloud based. Even the analytical tools
used will be on cloud; many of them are open resources. This helps us reaching
high scalability with very little risk involved in the costs of technological
infrastructure. Also, our software professionals have customized the technology
12. “Responsive Design” which will be used for digital platforms. Hence, we do not
need to invest big on the technological infrastructure.
6.3 R&D
Our R& D efforts are centered on the market studies and consumers, using Big
Data Analytics, consumer analysis, buying behaviors and people analytics.
7 Financial Analysis
Details of financial analysis are being provided in the summary ranging from cost
analysis, income statements to projections.
Summary Points –
Owner’s Equity - $200,000
Investment - $1,500,000
Positive Cash Flow at the beginning of Year 2
Net Income of $5081 at year one end
Net income of $1,405,018 at year two end
Net income of $ 2,077,751 at year three end
8 Term Sheet
Issuer Mobile FirstInc.
Founder Rachit Jauhari
Amountand
securities 75,000 sharesof SeriesA Convertible PreferredStock
Owner'sequity $200,000
Investment $1,500,000
Pre Money
Valuation $2,500,000
Issue Price $2 pershare
Liquidation
Initial pay Issuance will gotoInvestorsandFounderwithequal liquidation
preference.A merger,re-organizationorothertransactioninwhichcontrol of
13. the companyis transferredwillbe treatedasliquidation.
Anti Dilution
Provision
The Non-ParticipatingConvertible PreferredStockshall have broad- based
weightedaverage anti dilutionprotectiononissuance of shares.
Representatio
n and
Warranties Standardrepresentations andwarrantiesfromthe company
Board Of
Directors
Three Total.The Non-ParticipatingConvertible PreferredStockwill be
entitledtoone representative,the Founderwill representone director; and
the last directorwill be electedbythe Non-ParticipatingConvertible
PreferredStockholders andthe Founder.
VotingRights
Non-ParticipatingConvertiblePreferredvotesonanequal basisasthe
CommonStockholdersinmattersregarding(1) anincrease inthe numberof
authorizedsharesof PreferredStock;(2)anyadversechange tothe rights,
preferencesandprivilegesof the PreferredStock;(3)anincreaseinthe size of
Board Of Directors;(4)repurchase of CommonStockexceptupontermination
of employment;(5)repurchaseorredemptionof anyPreferredStock;(6)any
transactioninwhichcontrol of the companyistransferred;(7)anamendment
to the Bylawsor Articlesof Incorporation;(8)anydividendordistributionof
capital stock of the company;and (9) any sale,pledge,licenseortransferof
substantiallyall of the Company'sassets.
Information
Rights
So longas any Investorhassharesoutstanding,the Companywill deliverto
each Investorannual,quarterly,andmonthlyfinancial statements;annual
businessplanandbudget,within45 dayspriorto the beginningof the fiscal
year;and otherinformationreasonablyrequestedbyanInvestor.
Rightof First
Refusal
The Investorsshall have apro rata right,basedontheirpercentage equity
ownership of preferredstock,toparticipate insubsequentequityfinancings
of the Company.If anyshareholderof CommonStockwantsto sell shares,he
mustofferthemfirstto the holderof SeriesA Preferred.
Conversion
The holderof SeriesA Preferred shall have the righttoconvertthe SeriesA
Preferred,atanytime,intoshare of CommonStock.The initial conversion
rate shall be 1:1.
Us e of
Proceeds
The proceedsfromthe sale of the SeriesA Preferredwill be usedforworking
seedcapital aswell asworkingcapital accordingto the Company'sBusiness
Plan.
9 Works Cited
Ciccotelli, E. (2015, June 4). Retail Industry Is On Top Of U.S. Digital Ad Spend.
Retrieved September 28, 2015, from http://automotivemobilesolutions.com/:
http://automotivemobilesolutions.com/retail-industry-is-on-top-of-u-s-digital-ad-
spend/
14. Digital advertising spending in the United States from 2012 to 2018 (in billion U.S.
dollars). (n.d.). Retrieved from Statista:
http://www.statista.com/statistics/270985/online-advertising-expenditure-in-the-
united-states/
Hoelzel, M. (2015, August 05). THE US DIGITAL MEDIA AD SPEND REPORT: Mobile
will fuel strong growth across formats as desktop and traditional spend slow.
Retrieved September 27, 2015, from BusinessInsider:
http://www.businessinsider.com/how-ad-spending-on-mobile-will-grow-faster-
than-on-any-other-advertising-channel-2015-7
Mobile advertising spending in the United States from 2011 to 2019 (in billion U.S.
dollars). (n.d.). Retrieved from Statista:
http://www.statista.com/statistics/269916/mobile-advertising-spending-in-the-
united-states/
Retail Industry Reigns for US Digital Ad Spending. (2015, June 02). Retrieved
September 28, 2015, from www.emarketer.com:
http://www.emarketer.com/Article/Retail-Industry-Reigns-US-Digital-Ad-
Spending/1012554
Statistics and facts about Mobile Marketing in the U.S. (2015). Retrieved September
27, 2015, from Statista.com: http://www.statista.com/topics/1158/mobile-
marketing/
10 Other References
http://www.theguardian.com/media-network/2015/jan/22/business-mobile-first-strategy-
technology-people
http://www.forbes.com/sites/joemckendrick/2014/05/29/why-mobile-first-may-not-be-the-
best-strategy-after-all/
http://www.forbes.com/sites/joemckendrick/2014/05/29/why-mobile-first-may-not-be-the-
best-strategy-after-all/
https://codemyviews.com/blog/how-to-center-anything-with-css
https://www.techopedia.com/definition/29153/mobile-first-strategy
http://bigthink.com/flash-foresight/do-you-have-a-mobile-first-strategy-you-should
http://www.inmobi.com/
http://www.quora.com/How-does-InMobi-make-money
http://www.quora.com/What-are-the-similarities-and-difference-between-InMobi-and-
AppFlood
http://www.quora.com/What-is-the-business-model-of-inmobi#
https://www.techinasia.com/heres-what-you-need-to-know-about-inmobi-and-its-25-million-
indie-fund/
http://www.businessinsider.com/paypal-is-now-a-standalone-company-with-a-mobile-first-
strategy-2015-7
http://www.adweek.com/socialtimes/5-ways-a-mobile-first-strategy-can-integrate-online-
and-offline-marketing/619803
http://owltastic.com/
15. http://www.slideshare.net/mattbrocklehurst/multi-devicesites-googlenov13
https://storage.googleapis.com/think-emea/docs/article/article-makeitwork.pdf
http://www.statista.com/topics/1158/mobile-marketing/
http://www.grpva.com/files/domestic_business_model.pdf
11 Appendix
11.1 Cost Analysis
Labor Costs - India
Type Number
Average Rate of
Pay
Total Per
Year
Software Professionals(India) 15 $10,000.00 $150,000.00
Digital MarketingConsultantsandExperts
(India) 8 $10,000.00 $50,000.00
CustomerCare Champions(US) 4 $10,000.00 $50,000.00
Finance Professionals(India) 3 $6,000.00 $6,000.00
Data Scientists(India) 10 $10,000.00 $50,000.00
OtherCosts 10 $10,000.00 $50,000.00
Total laborCosts-IndiaOffice 50 $7,120.00 $356,000.00
Labor Costs - US
Type Number
Average Rate of
Pay Total PerYear
Technology Consultants(US) 2 $83,110.00 $166,220.00
Digital MarketingConsultantsand Experts
(US) 2 $80,000.00 $160,000.00
CustomerCare Champions(US) 2 $80,000.00 $160,000.00
Finance Professional (US) 2 $82,020.00 $164,040.00
SalesRepresentative (US) 3 $83,110.00 $249,330.00
Data Scientists(US) 3 $83,110.00 $249,330.00
OtherCosts 2 60,000 $120,000.00
Total 14 $35,096.43 $1,268,920.00
Technology Infrastructure Costs Per Year
Type Number
Average Rate of
Pay
Total Per
Year
Software Licenses 64 400 25600
Storage - Cloud 6000 0.125 750
16. Space
Hardware 30 300 9000
Other 30 200 6000
Total Costs 41350
11.2 Required Startup Funds
11.3 Sources Of Funding