Kadak is developing a retail tea business to provide customers access to authentic Asian teas outside of home. Key activities include purchasing raw materials, brewing teas, setting up retail outlets, marketing and customer feedback. The business aims to satisfy customers' desire for authentic Asian tea in a retail format by offering high quality teas and a tailored selection. Revenue will be generated through online and direct retail sales.
We have described here that what factors make online food delivery sector grown rapidly and some Contents about 3 major players-
1- Zomato
2- Swiggy
3- Uber Eats
Vietnam’s coffee industry is expected to grow strongly in the coming years as the population continues to expand at a rate of about one million people a year and the country and the tastes of its people become more sophisticated. Increased activity at both consumer and trade levels from local and international players is another factor that is expected to fuel the industry’s growth.
In this Research Note from Ipsos Business Consulting, we explore the Vietnamese coffee drinking habits, Vietnam’s coffee value chain and how the country is gearing up for sustainable growth.
We have described here that what factors make online food delivery sector grown rapidly and some Contents about 3 major players-
1- Zomato
2- Swiggy
3- Uber Eats
Vietnam’s coffee industry is expected to grow strongly in the coming years as the population continues to expand at a rate of about one million people a year and the country and the tastes of its people become more sophisticated. Increased activity at both consumer and trade levels from local and international players is another factor that is expected to fuel the industry’s growth.
In this Research Note from Ipsos Business Consulting, we explore the Vietnamese coffee drinking habits, Vietnam’s coffee value chain and how the country is gearing up for sustainable growth.
COMMUNITY - FOCUSED
760,000SQM DEVELOPMENT
Urban Village Phase 2 is the third mixed-use project by Urban Village Cambodia and it is located right next to Urban Village Phase 1 which has two major entrances from Samdech Hun Sen Blvd and National Road 2. It is also part of the Urban Hub Cambodia flagship 7.6 hectares multi-purpose mega-development in Phnom Penh.
Imagine that you are an employee at e-Types and you are in a meeting about the Team Danmark decision. You are trying to persuade your colleagues that your recommended course of action is best.
Titan Watches – Creating a'Stylish, Functional' Brand
The Indian watch industry was in a state of flux and market leader 'Titan' had to gear up its marketing strategies to retain its brand positioning. Titan as a brand had established itself for its style and choice of design. Titan's clear segmentation strategy had served it well and the challenge Titan faced was to combat the onslaught of popular international brands like Rado and Rolex.
Vietnamese invests high for the education to their kids. Vietnamese GDP spending for education is high even compared with other Asean countries. Let us see what their kids learn and where the money goes
Study about Lemon Tree budget hotels , comparing with ginger hotels, fortune , courtyard marriott etc. Identify the current business strategy , current problems and limitations and suggest future marketing strategies for the hotel
Cloud kitchens are a tidal wave of a trend for food businesses. And restaurants are quick to surf this wave. You don’t have to look too far to see the tsunami of restaurants or ex-CEOs that are adopting the cloud kitchen concept. Fat bottom lines? Fat bottom lines!
Faasos & Freshmenu, are big examples of cloud kitchens in India. Deliveroo & Uber Eats make this possible in the US and Europe.
But no matter what social media would have you believe, it’s not all sunny in food biz heaven.
The rising competition in the restaurant world is real and it comes with high-rent, expensive designs and rising costs. And hence the stratospheric popularity of the Cloud Kitchen concept. Think lower real estate costs, a reduction in order processing time and quicker deliveries.
This means you are serving more customers per hour. What’s not to like?
Vietnam is in the top of the country in the world having the fastest growing population of ultra rich individuals. This leads to a blooming consumption. The modern trade therefore thrives.
The competition among retail chains is very tough. All the retail brands take measures to engage their customers, retain and drive repeat purchases. A loyalty program is one of a most useful tool to manage the customer database and increase the engagement with the brand.
The research was conducted to have a better understand of the loyalty program usage. It surveyed 260 shoppers at modern retail chains, from 15 to 60 years old nationwide.
Coffee chains in Vietnam - Brand review - Q4/2015Buzzmetrics
UNDERSTANDING BRANDS IN COFFEE CHAIN MARKET IN VIETNAM THROUGH DISCUSSIONS ON SOCIAL MEDIA:
- Which brands are most-talked about on social media?
- Which activities or content angles drives top brands’ discussions?
- What is the sentiment towards top leading brands?
- How are brands ranked in terms of key attributes?
compartive study between bigbasket and grofers on the basis of different factors. and also to understand the SWOT analysis for both these online delivery stores.
COMMUNITY - FOCUSED
760,000SQM DEVELOPMENT
Urban Village Phase 2 is the third mixed-use project by Urban Village Cambodia and it is located right next to Urban Village Phase 1 which has two major entrances from Samdech Hun Sen Blvd and National Road 2. It is also part of the Urban Hub Cambodia flagship 7.6 hectares multi-purpose mega-development in Phnom Penh.
Imagine that you are an employee at e-Types and you are in a meeting about the Team Danmark decision. You are trying to persuade your colleagues that your recommended course of action is best.
Titan Watches – Creating a'Stylish, Functional' Brand
The Indian watch industry was in a state of flux and market leader 'Titan' had to gear up its marketing strategies to retain its brand positioning. Titan as a brand had established itself for its style and choice of design. Titan's clear segmentation strategy had served it well and the challenge Titan faced was to combat the onslaught of popular international brands like Rado and Rolex.
Vietnamese invests high for the education to their kids. Vietnamese GDP spending for education is high even compared with other Asean countries. Let us see what their kids learn and where the money goes
Study about Lemon Tree budget hotels , comparing with ginger hotels, fortune , courtyard marriott etc. Identify the current business strategy , current problems and limitations and suggest future marketing strategies for the hotel
Cloud kitchens are a tidal wave of a trend for food businesses. And restaurants are quick to surf this wave. You don’t have to look too far to see the tsunami of restaurants or ex-CEOs that are adopting the cloud kitchen concept. Fat bottom lines? Fat bottom lines!
Faasos & Freshmenu, are big examples of cloud kitchens in India. Deliveroo & Uber Eats make this possible in the US and Europe.
But no matter what social media would have you believe, it’s not all sunny in food biz heaven.
The rising competition in the restaurant world is real and it comes with high-rent, expensive designs and rising costs. And hence the stratospheric popularity of the Cloud Kitchen concept. Think lower real estate costs, a reduction in order processing time and quicker deliveries.
This means you are serving more customers per hour. What’s not to like?
Vietnam is in the top of the country in the world having the fastest growing population of ultra rich individuals. This leads to a blooming consumption. The modern trade therefore thrives.
The competition among retail chains is very tough. All the retail brands take measures to engage their customers, retain and drive repeat purchases. A loyalty program is one of a most useful tool to manage the customer database and increase the engagement with the brand.
The research was conducted to have a better understand of the loyalty program usage. It surveyed 260 shoppers at modern retail chains, from 15 to 60 years old nationwide.
Coffee chains in Vietnam - Brand review - Q4/2015Buzzmetrics
UNDERSTANDING BRANDS IN COFFEE CHAIN MARKET IN VIETNAM THROUGH DISCUSSIONS ON SOCIAL MEDIA:
- Which brands are most-talked about on social media?
- Which activities or content angles drives top brands’ discussions?
- What is the sentiment towards top leading brands?
- How are brands ranked in terms of key attributes?
compartive study between bigbasket and grofers on the basis of different factors. and also to understand the SWOT analysis for both these online delivery stores.
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
The 4 Interfaces for the Business Model Canvas and Storyboard: How to THINK O...Rod King, Ph.D.
If you are looking for ways to improve your creativity and productivity especially in Business Model Innovation, then explore the 4 ways of organizing and presenting information for systems.
In this project, we provide an in-depth industry analysis of the quick service restaurant industry. As well as identifying macro factors that affect the industry as a whole, we analyze and compare what we found to be the top three competitors in this space. Through the weighting of our three key success factors that are recognized in the report, we made a decision as to which of these three competitors we see as best positioned for the future of this global industry.
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
The Timely Death of the Daily Deal [and the Birth of Everyday, Everywhere, Every Way Deals], A Daily Deal Insider Speaks. Perry Evans, CEO Closely
The industry surrounding Daily Deals is rapidly morphing from one-deal-per-day delivered via featured email campaigns into offer exchange networks and live mobile commerce, and loyalty promotion. This talk profiles these changes, and highlights the challenges to merchants, media publishers and consumers within an industry in rapid reconstruction.
Social Commerce - Real Shopping [R]evolution?Bluerank
A co-presentation of Erica Schmidt, Global Search Director, iProspect & Zbigniew Nowicki, Managing Director, Bluerank from "E-commerce Development" conference held by Informedia Polska & Puls Biznesu.
iStrategy Chicago 2010 - Effectively Integrating Mobile MarketingPunchkick Interactive
Effectively Integrating Mobile Marketing, Why You Should be Integrating Mobile at the Start of a Marketing Campaign was presented by Ryan Unger during the 2010 iStrategy conference in Chicago, IL.
The world is on it's head, yet we continue to see the same marketing plans. It's time to recognize what has changed and, in general, what needs to change.
It Takes 2 to Make a Thing Go Right: A Content Strategist and Designer Talk M...Duo Consulting
When it comes to building mobile products it takes a tight collaboration between content and design. Mobile users are task driven, want localized information, and have multiple elements around them competing for their attention. Design can't meet the users needs by merely creating a lovely interface, and content strategy can't tailor content independent of the device constraints.
Together, Content Strategists and Designers can optimize the user experience for mobile to ensure the products are useful and usable. Through case studies, we will share our method for co-owning the product creation and putting siloed design to bed.
This third post on The Future of Media Companies deals with Brand and Portfolio. Content and brand are the only two things that really matter when looking at the future of media companies.
Similar to Day 3 presentations columbia apr 2012 (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
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
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Welcome to Day 3!
Quick Announcements
● Please sit with your team members
● Name cards are helpful! Please continue to put them up
● Remember to sign in when the sheet is passed around
● Please grade and provide comments to the other teams‟ presentations
● We have our reception 5-6pm tomorrow (Thursday) please wear your name tags. This
will be a good opportunity to meet your fellow classmates and the professors over a drink
Each team will have 5 minutes to present and 3 minutes for Q&A
Order of Presentations
1. Pulze 7. TVM Technologies
2. Bakamba 8. Digital Exchange Network
3. Kadak 9. YSN
4. Factabase 10. Mobile Marketing
5. eFood 11. Diagnosly
6. Jiae 12. Table Compass
13. Social Crowd
3. Take the PULZE of Your
Organization
Vladimir Baranov, Jitender Chopra, Riyaz
Habibbhai, F. Lane Harwell, Daniello Natoli
Interviews: 14
4. Value Propositions
Confirmed Existing Value Propositions: Bottom Up-Employee
Engagement, Employee Ownership in Business Strategy, Low Cost
Solution to Interim Survey
New Value Propositions:
1) Template
2) Analysis
3) Benchmarked Data
4) Gamification for increased end-user engagement
5. Market Size
Business Units
100-499 90,386
500-749 6,060
750-999 3,038
TAM: 151,490 1000-1499 3,044
1500-1999 1,533
2000-2499 904
2500+ 46,525
TAM 151,490
Source: US Census,20
SAM: 136,384
SAM estimate was
derived by using
broadband business
usage ratio. OECD
TM: 34,085
6.
7.
8.
9. What we plan to do Day 3?
• Meet with potential Channel Partner – HR Consultant
• Create MVP – Product Slide to Reconnect with Original Consultants
• Research and Test Pricing
10. Customer Contacts Yesterday: 11 (4 hotel concierges & 7 traveler groups)
Customer Contacts To Date: 31
Ari Scott Alex Sarah Francois Michael
11. Number of “Online Interviews”:
50,781
Number of Intense, Intimate, Full-
Length, Informative Interviews:
31
(4 hotel concierges & 27 travelers)
12.
13. Hypothesis Result
People appear to be more
The proper price point for our
interested in purchasing our
product is $4.99
itineraries at $9.99
The majority of people who see
50,781 Ad Impressions
our website will love it,
72 Clicks
understand the offering, and
0 Purchases
purchase an itinerary
People Will Want Pre-Packaged People Want Flexibility and
Itineraries Dynamic Itineraries With Options
They are not interested in selling
Hotel concierges might be our itineraries. They could,
excellent sales agents / however, be valuable
14. Version 2 – EOD April 16th 2012
1. Itinerary collection & Bakamba helps tourists Get: PR, digital WOM, SEO,
updates have richer, more SEM, consumer promotions
authentic travel Tourists – Content
experiences by tapping Keep/ Grow: great customer
2. Marketing / PR Purchasers
into the knowledge of service, expand cities,
improve partner offerings
Suppliers: local 3. Customer service – locals
trendsetters, work in locals & travelers Save time planning Revenue sharing & Locals - Content
hospitality, See the “Real” City relationship marketing Providers
younger/creative, Filter based on interests
bloggers, active Everything in one place
Mass Distributors –
Mass Distributors –
parents Content Purchasers
Unique platform for locals Content Purchasers
Hotel Concierge)
Get itineraries: $$ for experts to share and • Search (SEO/SEM)
sales as well as 1. Web developers monetize their local • Social media
exposure (blog, video) 2. Marketing/PR team knowledge • Travel blogs / sites
3. Local expert
outreach Potential idea: Provide
recommendations and info • Craigslist
4. Sales force (low end, • Social media
in person) to concierges
• Local blogs
How: Sell itinerary for $4.99, pay local 20%, keep 80% gross
Fixed costs: upfront development of site and app margin.
How: Sell itinerary for $9.99, pay local 10%, keep 90% gross
Variable costs: talent/people, marketing/advertising, margin.
Pricing tactics: compete between guidebooks & free
compensation of locals, product iterations st
15. Next Steps
– Uncover reason(s) for low conversion rate on Adwords
– Feedback from +/-10 or so travelers we’ve emailed MVP site access
– Continue to investigate WTP – not set on $9.99
– Explore additional partnership channels
– Continue to explore hotel concierge angle
– Explore the possibility of providing offers or deals within itineraries
– Investigate ways to add dynamic / flexible element to itineraries
– Try few blog / Facebook posts and check against Adwords response
16. Authentic Asia Tea Tea Your Way
Total Interviews 91:
(39 online, 52 in person)
Adeem Fenster Stella Chan Richard James
Shashi Shrimali Sanjay Bharadwaj Neeraj Lal
17. Tea Lab – 04/17/2012 (afternoon)
What Key Activities do we
Who are our Key require?
Partners? •
How will we Get, Keep
Purchasing raw material Which of our customer’s
• Indian stores and Asian • Brewing tea and Grow Customers?
problems are we helping • Unique, customized tea, their
stores • Setting up retail outlets to solve?
• way
• Eventually tea makers Advertising, & marketing
• consumer don’t have Who are our most
• Setting up customer feedback • Consistent quality
• Indirect distribution • Increase product variety important customers?
channel and analysis access to quality tea
through -- subway, panda • loyalty program TEA I.D. • repeat customers
• Business development with outside the home
express • word-of-mouth from students • health conscious customers
campuses • Formula/proportions are • Customers looking for a fun
• Product mix creation (campuses)
Who are our key • FP&A management off • Tea tasting event to collect new experience
suppliers? • Hiring customer feedback (via iPad)
• Indian store from NJ Which customer needs What are their
• Chinese stores from are we satisfying? archetypes?
• The Indian
Chinatown • Tea the “way I like it”
• Grocery stores such as • The rising teen
outside the home • Healthy parents
Wal-mart • Tea w/out tea bags • Undergrads
• Restaurant •
• Cool experience / social Baby-boomers
utensils/hardware What Key Resources we Through which Channels
suppliers setting for tea do our Customer
require? What Job do they want
• Money Segments us to get done for them?
What are we getting What are the Key want to be reached?
• Retail outlets • Custom tea their way!
from them? Giving Features of our product • Teal lab stores
• POS system to track sales • Fun/unique ingredients
them? that match customers
• SAP system for accounting • direct-to-home • make the tea (incl. picking the
• Milk, sugar, Splenda, tea problem/need? best ingredients)
• License from NY / Campus • taste of our tea (quality) delivery
leaves, cups, spices, • education of tea
pots/pans
approval • the availability of tailored flavor • Online • cool place to hang out
• HR for hiring & training • speed of delivery
• MONEY, more revenue • Tea brewing equipment • Convenience
• Experience
What are the most important costs inherent in our
business model? How do we make money? What’s the revenue model? Pricing
Fixed tactics?
• Rent • Online sales for home consumption
• Equipment, furniture and fixtures • Data – based on the TEA ID card!
Variable • Keep the price close to Starbucks thereafter
• Raw materials & supplies • Never price below breakeven even during promotion period
• Employee salaries • Find ways to give them discounts (survey --- buzz discounts)
18. Tea Lab – 04/18/2012
What Key Activities do we
Who are our Key require?
Partners? How will we Get, Keep
• Purchasing raw material Which of our customer’s
• Indian stores and Asian •
and Grow Customers?
Brewing tea problems are we helping • Unique, customized tea, their
stores • Setting up retail outlets to solve? way
• Eventually tea makers • Advertising, & marketing
• consumer don’t have Who are our most
• • Consistent quality
• Indirect distribution Setting up customer feedback
• Increase product variety important customers?
channel and analysis access to quality tea
through -- subway, panda • loyalty program TEA I.D. • repeat customers
• Business development with outside the home • health conscious customers
express • word-of-mouth from students
campuses • Formula/proportions are (campuses) • Customers looking for a fun
• Product mix creation
Who are our key • FP&A management
off • Tea tasting event to collect new experience
suppliers? • Hiring customer feedback (via iPad)
• Indian store from NJ Which customer needs What are their
• Chinese stores from are we satisfying? archetypes?
• The Indian
Chinatown • Tea the “way I like it”
• Grocery stores such as • The rising teen
outside the home • Healthy parents
Wal-mart • Tea w/out tea bags • Undergrads
• Restaurant •
• Cool experience / social Baby-boomers
utensils/hardware What Key Resources we Through which Channels
suppliers setting for tea do our Customer
require? What Job do they want
• Money Segments us to get done for them?
What are we getting What are the Key want to be reached?
• Retail outlets • Custom tea their way!
from them? Giving Features of our product • Teal lab stores
• POS system to track sales • Fun/unique ingredients
them? that match customers
• SAP system for accounting • direct-to-home • make the tea (incl. picking the
• Milk, sugar, Splenda, tea problem/need? best ingredients)
• License from NY / Campus • taste of our tea (quality) delivery
leaves, cups, spices, • education of tea
pots/pans
approval • the availability of tailored flavor • Online • cool place to hang out
• HR for hiring & training • speed of delivery
• MONEY, more revenue • Tea brewing equipment • Convenience
• Experience
What are the most important costs inherent in our
business model? How do we make money? What’s the revenue model? Pricing
Fixed tactics?
• Rent • Online sales for home consumption
• Equipment, furniture and fixtures • Data – based on the TEA ID card!
Variable • Keep the price close to Starbucks thereafter
• Raw materials & supplies • Never price below breakeven even during promotion period
• Employee salaries • Find ways to give them discounts (survey --- buzz discounts)
20. Takeaways
Consumers Channel
•Love the TEA LAB concept • TEA LAB stores (Pinkberry for tea)
• Solves the “tea my way” • Website
dilemma • Common brand
• Cool setting! • Create Tea ID
• Builds brand
• Environment/setting is key
21. Business Hypothesis
Hypothesis Tests Results
Tea the way I like it Interview & Online
66% yes
outside the home Survey
Interview & Online
People like to drink tea 64% in store
Survey
at home(Location)
Interview & Online
Preferred deliver channel Only 36% exclusively
Survey
– Online order online
22. Hypothesis Testing
Hypothesis Tests Results
Preferred deliver channel Interview & Online
24% delivery
– home delivery Survey
Preferred deliver
Interview & Online
channel – In store 64% in store
Survey
Customer would like to Experience is
Interview & Online
drink tea in a cool important for most of
Survey
social setting them
23. Hypothesis Testing
Hypothesis Tests Results
They are willing to pay
up to 4$ for the right
Customer is willing to Interview & Online
team and in-store
pay $2 Survey
experience.
52% < 2 times per
We will have frequent Interview & Online week, only 21% 4-6
repeat customers Survey times per week
24. Plan for today
Exploring • Selling TeaId information
new to restaurant,
customer manufacturers
segment
Exploring
new • Identifying the price they
revenue are willing to pay
model
25. Kadak – 04/16/2012
What Key Activities do we
Who are our Key require?
Partners? How will we Get, Keep
• Purchasing raw material
• Indian stores and Asian • Brewing tea
and Grow Customers?
stores • Setting up retail outlets Which of our customer’s • Consistent quality
• Increase product variety
• Eventually tea makers • Advertising, & marketing problems are we helping
• • loyalty program tea card
• Indirect distribution Setting up customer feedback to solve? • word-of-mouth from students Who are our most
through -- subway, panda channel and analysis • consumer have limited access
• Business development with (campuses) important customers?
express to authentic Asian tea in a • Tea cart promotion via • repeat customers, Asian-
campuses
• Product mix creation
retail format Facebook or Tweeter immigrants consumers
Who are our key • FP&A management • Tea tasting event to collect • health conscious customers
suppliers? • Hiring customer feedback (via iPad)
• Indian store from NJ Which customer needs What are their
• Chinese stores from are we satisfying? archetypes?
Chinatown • Desire to consume authentic • The Indian
• Grocery stores such as Asian tea outside home • The rising teen
Wal-mart
• Healthy parents
• Restaurant
• Undergrads
utensils/hardware What Key Resources we What are the Key Through which Channels • Baby-boomers
suppliers require? Features of our product do our Customer
• Money that match customers Segments What Job do they want
What are we getting • Retail outlets
from them? Giving problem/need? want to be reached? us to get done for them?
• POS system to track sales • • make the tea (incl. picking
them? taste of our tea (quality) • direct retail
• SAP system for accounting • the availability of tailored
• Milk, sugar, Splenda, tea • direct-to-home the best ingredients)
• License from NY / Campus flavor • education of tea
leaves, cups, spices, approval delivery
pots/pans • speed of delivery
• HR for hiring & training • convenience
• MONEY, more revenue • Tea brewing equipment
What are the most important costs inherent in our
business model?
Fixed How do we make money? What’s the revenue model? Pricing
• Rent tactics?
• Equipment, furniture and fixtures • Low Intro promotion price to attract customers($1.99)
Variable • Keep the price close to Starbucks thereafter
• Raw materials & supplies • Never price below breakeven even during promotion period
• Employee salaries • Find ways to give them discounts (survey --- buzz discounts)
26. Kadak – 04/17/2012 (morning)
What Key Activities do we
Who are our Key require?
Partners? How will we Get, Keep
• Purchasing raw material
• Indian stores and Asian and Grow Customers?
• Brewing tea Which of our customer’s
stores • Setting up retail outlets problems are we helping
• Consistent quality Who are our most
• Eventually tea makers • Advertising, & marketing • Increase product variety important customers?
to solve? • loyalty program tea card
• Indirect distribution • Setting up customer feedback
• consumer have limited repeat customers,
channel and analysis • word-of-mouth from students
through -- subway, panda access to authentic Asian (campuses) Asian-immigrants
• Business development with
express • Tea cart promotion via consumers
campuses tea in a retail format
Who are our key
•
•
Product mix creation
FP&A management
Facebook or Tweeter
• Tea tasting event to collect
• health conscious
suppliers? Which customer needs customer feedback (via iPad) customers
• Hiring
• Indian store from NJ are we satisfying?
• Chinese stores from • X Desire to consume What are their
Chinatown authentic Asian tea archetypes?
• Grocery stores such as • The Indian
Wal-mart outside home
• The rising teen
• Restaurant
What are the Key • Healthy parents
utensils/hardware What Key Resources we Through which Channels
suppliers Features of our product do our Customer
• Undergrads
require?
• Money that match customers Segments • Baby-boomers
What are we getting • Retail outlets problem/need? want to be reached?
from them? Giving • POS system to track sales • taste of our tea direct retail/franchise What Job do they want
them? • SAP system for accounting (quality) model us to get done for them?
• Milk, sugar, Splenda, tea • License from NY / Campus • the availability of • direct-to-home • make the tea (incl.
leaves, cups, spices, approval tailored flavor picking the best
delivery
pots/pans • HR for hiring & training • speed of delivery ingredients)
• MONEY, more revenue • Tea brewing equipment • convenience • education of tea
What are the most important costs inherent in our
business model?
Fixed How do we make money? What’s the revenue model? Pricing
• Rent tactics?
• Equipment, furniture and fixtures • Low Intro promotion price to attract customers($1.99)
Variable • Keep the price close to Starbucks thereafter
• Raw materials & supplies • Never price below breakeven even during promotion period
• Employee salaries • Find ways to give them discounts (survey --- buzz discounts)
27. TEAM FACTABASE
Providing Access to Detailed Industry Statistics on
Developing Markets
Day 3: 7 Interviews
M Leong, A Farfaro, C Bota, P Chadhuri, B
AlKahtani
28. DETAILING FACTABASE’S VALUE PROPOSITION FORCED US TO THINK
ABOUT HOW WE DIFFERENTIATE OURSELVES FROM OTHERS
What is the Challenges finding detailed industry statistics on developing
Problem? countries (MENA, EE, CCA, Asia, Latin America)
Individuals and companies with a business interest in the above
For Who? areas
What do they do Limited and general (high-level) information from World Bank, IMF,
today? CIA and other not for profit sources.
Why the problem • Multiple sources (30 to 300 per country on average) that are not
is so hard to solve? indexed
• Multiple formats (mainly PDF) that require lengthy and cumbersome
manual conversion
• Not translated
How big is the Need is confirmed by all surveyed potential customers (Size of
problem? Market is to-be-determined)
High quality research teams, high quality data entry, automation
How do you do it? and optimization
29. FACTABASE OFFERS THE MOST COMPREHENSIVE AND DETAILED DATABAS
OF INDUSTRY STATISTICS ON DEVELOPING MARKETS AVAILABLE
Size of Database (with similar country coverage)
Number of Datasets
8X
30X
Non-Profit Closest FACTABASE
Organizations Competito
(World Bank, IMF, r
UN, and all others)
30. OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTS
FURTHER
Customer Hypothesis Experiment Finding
2 Universities would be Interview Although there is an interest
an interesting segment but they have low willingness
Universities
for us have a strong to pay, have a complicated
interest in subscription sales acquisition approach and
services. are often very eager to
publicize/share the database
which would dilute our earning
potential.
Consultancies 3 The need for the Interview Research departments have
(Research consumer (the an even more enthusiastic
Teams) consultants, analysts, et interest than the analysts and
c..) is shared with the consultants in a subscription
customer (the research service and show high
departments). willingness to pay.
2
App developers would App developers are only
Interview
App Developers be an interesting interested in licensing
segment with API agreements and almost
access. never do API deals
31.
32.
33. My Virtual Pantry
38 Consumer Interviews (64 total)
1 Domain Expert (2 Total)
1 Potential Partner / Customer(2 Total)
Day 3
Jyotsna Gianluigi Kerli Brian Dimita Camilla
r
34. Hypotheses
Hypotheses and - Tests do?
Results Day 2 What did we Who?
1. Save time (finding and delivery) - YES
1. Grocery Shopping and
2. Reduce costs (waste, best deals) - NO
Inventory Management is 3. Diet advisory - …not tested
an Inconvenient Process 4. Recipes management &
Revised original value
recommendations - … not tested proposition & tested new
5. More universal than expected dimensions of service 38 End User
6. People who cook at home most pain Interviews (64 Total)
2. Restaurants lack robust
and reliable inventory
1. Save time (finding and delivery) - NO
system for keeping track of Domain expert meeting -
2. Reduce costs (waste, best deals) –
food and beverages product development for
YES - Leakage
rapid scaling applications
• Online recipes - YES Luigi Castiglione
• 3. Service improved
(variety, health, time) Founder doclouisjones.com
with – eFood recipe
• 90% of people would pay for the developper
and dietary
app when linked to recipes and
delivery Senior executive meeting
• 50% don’t shop online but would restaurant inventory
shop online with recipes management company
• 4. Inventory tracking in Mike Hoffmann
a user friendly manner • Leakage 20%+ for beverages Principal Bevinco
• Efficiency - tracking & ordering
• Many businesses face pain offer of Secondary Research
a meeting on Friday afternoon
• 5. Consumer base has • TECHNOLOGY main challenge
value for retail supply
chain stakeholders
• Retailers' open APIs
• “Self-tracking” community
• Several apps on diet/recipes
35. Multi-Sided Market Explanation
Consumer Value Proposition
eFood saves us time keeping track of our groceries stock, empowers
smart shopping online and connects our passion for quality
food, healthy lifestyle and efficient grocery shopping, while making
food shopping and cooking a fun, social activity at our fingertips 24/7
B2B Value Proposition
For the online grocery store partners eFood delivers a powerful
activation platform allowing for seamless switching of offline
shoppers online, while allowing sales yield to all customers.
For the grocery brands eFood offers cost-effective, large scale brand
and product advertising platform, with instant purchase functionality
and powerful consumer insight collection capability
36.
37.
38. Jiae.com: Interest based platform for creative minds in China
Team: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
9 Interviews
2012.04.17 - Day 3
2 Fashion Bloggers
1 Designer
1 End Users
4 Companies (Gap, Citibank, Ecolab, Xiwu)
1 Google Ad Expert
39. Business Hypothesis for Community User
Behavior
Fashion Blogger Share / 1000
Designers Reblog / 2 million
End Users Collect / 50 million
Companies Sponsor
40. Interview insights From Fashion Blogger
• Tumblr disrupts blogging making way easy to use, very attractive for fashion bloggers
Love: auto-format content, auto blogging, clean UI, feed for repost, easy connect to SNS
Does not do well: discovery, auto posting to multiple platforms
• WTP 5$/mo for Statistics tools for data such as fans, blog readers, traffic sources, etc.
• Revenue incentive is high, sharing Ads and CPS can motivate them posting good content
• Hobby that does not require too much efforts to maintain can keep blogger using site
• Pinterest does not attract creator, who don’t find benefit to use. However, 1 blogger uses it to
separate original content from others by using different boards.
• Group Curation is desirable for conference, group projects, design contest, etc
• High Influential Blogger with 10 million fans is more powerful than partnering with SNS
• Earlyvangelist is those who hacks the products. Before Tumblr, fashion bloggers hack
• Content Quality is extremely important, you don’t want bad stuff in the site.
42. Interview insights From Companies
• Bloggers: Some would choose to advertise through blogger rather than website
• User Profile/Demography (general data): Lots of companies are interested and
willing to pay for the data.
• Brand Image: Big companies care more for the quality of website than Ad price
• Customer Segments: Companies care more of transforming a whole segments of
users into their customers rather than individuals acquisition
• High Profile Users: Medium/Small size companies are willing to pay renowned
people to their social event
• Industries: No necessary to target the company within relevant industry. Bank is
willing to pay for the discount in community for all their credit card users
45. Day 2 Business Canvas for Jiae
•Design School •Platform Management • Photo based nice and •1:1 Customer Support •Fashion Bloggers
•Media •Customer Acquisition clean SNS platform
•D-School Ambassador •Designers
•Government •Expanding Reach • More Traffic
•Web Partners • Find, organized and •Consumers
•Companies/Brands share inspiration Ideas •Companies
effectively (Designers) •Advertiser
• Find jobs/projects
(Designers)
• Showcase Portfolios for
Feedback
•Platform •China Photo Related sites
•Customer Base • Find Good Designers •China SNS Sites - weibo,
•Brand (Companies) renren, qq, douban
• Design Marketplaces
(All Customers) •1300 Design Schools
•Design Message Boards
•Jiae.com
Platform Costs Advertising
Customer Acquisition Costs Design Marketplace
Marketing and Sales Costs
Free Interest Based SNS Platform
46. Day 3 Business Canvas for Jiae
•Fashion Medias •Platform Management • Photo based nice and •1:1 Customer Support •Fashion Bloggers
•Customer Acquisition clean SNS platform
•Design School •D-School Ambassador •Designers
•Expanding Reach • More Traffic
•Government
• Easy to Share •End Users
•Design Associations
• Statistics Tool Consumers
•Online B2C Partners
• Find, organized and Companies
•Traffic Partners
share inspiration Ideas • Advertising
effectively • Sponsorship
• Find jobs/projects • Design Services
• Showcase portfolios for • Click Per Sales
•Platform feedback, big Space
•China Photo Related sites
•Customer Base •China SNS Sites - weibo,
•Brand • Target Ad Space renren, qq, douban
• Find Good Designers
•1300 Design Schools
• Promotion Opportunity
•Design Message Boards
• Sales Channels
• Design Marketplaces •Jiae.com
Platform Costs Advertising, Sponsorships, Deign Services
Customer Acquisition Costs Click Per Sales , Design Marketplace
Marketing and Sales Costs
Freemium Free Interest Based SNS Platform
47. Technology for medical and comfort problems of the feet
Advanced
Entrepreneurship
Day 3
April 18, 2012
Team
Brian Vogt
Doug Carlson
Mohamed Maimouni
AG Crum
9 additional interviews Gabriel Giles
Total interviewed: 41 end-users Sameer Kotak
3 brands
48. Day 2 Canvas TVM Tech
Get, keep, grow?
Activities? Customer’s problems? End-users: PR,
Partners?
Customer End-users: foot branded captivity
Shoe mfg.'s / Most important?
input, IP sweat, hot, cold, fati Partners:
branders by Men, dress &
filings, beta gue. Convince of
region business casual
development, , su Partners: unique value for
, development
ppliers differentiation end-users Archetypes?
Suppliers? (1) Sought med
Customer needs?
Component (2) UnSought med
Comfort, medical /
mfg.'s, Ventiva (3) Tech „comfort‟
Profitability growth
Reach segments?
Getting?
Resources?
Product features? Established
Technology, man Job to get done?
Development Battery powered partner retail
ufacturing Giving? Enable comfort
partner, seed shoe sole outlets (brick &
Differentiation and productivity
funding ventilation, cooling, mortar)
and price
heating, massage
Making money & pricing model?
Inherent in our model? $40 mfg‟ed, 80 soles, 200 shoes, 400 retail
Variable material, mfg overhead 400 retail
250 retail
49. Day 3 Canvas TVM Tech
Partners? Get, keep, grow?
Shoe Activities? •Mitigate End-users: PR,
mfg, manufacturi Customer hyperhidrosis branded captivity Active Seekers
ng input, IP Partners: (1) Sought med
•Low effort solution
filings, beta Convince of
Suppliers? development, , su unique value for
Component ppliers end-users
mfg.'s, Ventiva
•Foot comfort Passive
•Discreteness Sufferers
Getting?
(2) UnSought med
Technology,
•Medical catalogs
manufacturing
Resources?
•Referrals
Giving? Development
partner, seed •Cool factor ? Tech Lovers
Differentiation
and price funding •Foot comfort 3) Tech „comfort‟
Established partner
retail outlets
Making money & pricing model?
Inherent in our model? $40 mfg‟ed, 80 soles, 200 shoes, 400 retail
Variable material, mfg overhead 400 retail
250 retail
50. Market Size
• Medical (sweat) – Hyperhidrosis, 1-3% impaired
• General (sweat) – comfort, 10-30% problematic
• $14B global … high-tier dress & business casual
• 3% total-med SOM volume = 2M pairs, $500m (to be verified)
• Additional tech luxury (to be quantified)
51. Market Segments/Size/Spend
Active Passive Sufferers
Seekers* ±
Tech
Lovers
Ұ
Active Treatment Size OOP Cost per treatment
OTC/Topical ? $10 - $50/month
Oral medications 20% ~50-100/month
Botox 10% ~$300/3months
Iontophoresis 5% ~200/3months
Surgery 2% ~15K (questionable cure
rates)
*Includes anyone who actively seeks any aid (OTC/pharmacological/surgical) for problems with feet
(hot, cold, sweaty etc)
Includes all others who have some issue with feet (hot, cold, sweaty) but have yet to seek any aid
Ұ Includes those who are attracted to the “wow” factor of the technology and may buy in primarily for
that reason, while either being active or passive, or neither
52. What Have We Learned?
Hypothesis Experiment Results
Problem is recognized;
they have a Interviews Pending
workaround
People may have Unclear. Additional
discomfort but won’t Interviews experiments required
admit it (survey).
Appealing product for
Interviews Confirmed. Eyes lit up.
tech lovers
54. Next Steps
• Verify data & hypotheses
• podiatrist, dermatologist, foot clinic, sweat-help orgs
• channels, reimbursement, sizing, etc
• Design new experiment to quantify ‘passive sufferers’
• Meetings with channel partners (designers, manufacturers)
• Define marketing campaign
55. Digital Exchange Network
The platform for exchanging high value services and
information.
36 INTERVIEWS
Dave Spezzano, Alexey Okhlopkov, Amy
Villari, Steve Alperin, Dmitri Dyakin
56. HYPOTHESIS & RESULTS
Hypothesis Result Comments
NEED FOR EXCHANGE OF INCORRECT Many specialized
INFORMATION outlets
How to value
NEED FOR EXCHANGE OF FAVORS CORRECT favors ?
NEED FOR DISTRIBUTING CONTENT MAYBE
TO MARKET MY SERVICE
AFFININTY GROUPS MATTER FOR Trust is highly
CORRECT valued
UPTAKE
KARMA MATTERS IN THIS Goodwill is
BUSINESS… CORRECT difficult to value
57. CANVAS 1.1
--People have
trouble finding
Alumni People who need
expert, reliable, veri
groups, Networki high quality
Seeding the high fied information.
ng groups, (build information and
to suit..potential level Tap communities services and have
community, Softwar --People spend
white label already trouble finding it.
e huge amounts of
sevice) transacting offline
development, busin time displaying
or chaotically Business builders,
ess development, expertise with no
Outsourced salesmen, anyone
tangible benefit
engineering who has ever
teams, looked for a
--A marketplace to
We get paid to connection once
match buyers and
increase bonds removed from
sellers
between their closest circle
--Simple easy way
members ,make --Velvet rope, --Reduce the
to aggregate
crucial offline Goodwill, friction to finding
postings about leaky door policy
activity more Brand, User info, help me get
expertise --Affinity groups
efficient. Allow Propagation value from what I
--Scoring/ranking
monetization of do for others and
for reliability.
expertise. what I know.
?
Scalable marketplace business. MVP
engineering/hosting/design costs are fixed. --Free to join and use– then transaction
Feature set build are variable..build to spec fee, listing fee, fee for top tier circles
for partners?
58. CANVAS 1.2 CHANGES IN RED
Alumni groups, -- HELP PEOPLE
Networking EXCHANGE --PEOPLE WHO
groups, (build to Seeding the high ACCESS & NEED ACCESS &
suit..potential level FAVORS THAT Tap communities FAVORS FOR
white label community, Softwar ARE IMPORTANT. already BUSINESS OR
sevice) e transacting offline PERSONAL USE
development, busin --Help people get or chaotically
Outsourced ess development, more benefit from --PEOPLE WHO
engineering their digital PROMOTE
teams, marketing content THEIR
We get paid to BUSINESS
increase bonds --A marketplace to THROUGH
between match buyers and CONTENT
members ,make sellers --Velvet
crucial offline --Goodwill, --HELP PEOPLE rope, leaky door --PEOPLE WHO
activity more --HIGH LEVEL BUILD TRUSTED policy WANT TO
efficient. Allow ACCESS CONNECTIONS --Affinity groups STENGTHEN
monetization of ? TIES WITH
expertise. CONNECTIONS
Scalable marketplace business. MVP --POINT SYSTEM TO EXCHANGE VALUE &
engineering/hosting/design costs are fixed. GOODWILL
Feature set build are variable..build to spec --Free to join and use– then transaction
for partners? fee, listing fee, fee for top tier circles
59. HYPOTHESIS to test next
TRUST IS HUGLY IMPORTANT
IT IS POSSIBLE TO EXPAND YOUR NETWORK WITHOUT LOSING
TRUST
People will be willing to pay others for favors
People will be willing to accept cash payment for favors
People will want to trade favors for favors (quid pro quo) rather
than buying/selling favors outright
For reasons of good karma and goodwill, people will want to use
another exchange currency other than cash
60. OTHER FINDINGS
• --A few examples of extremely high willingness
to pay for info (financial services, business
school counseling
61. YSN: an online platform for
connecting procurement
consortiums with suppliers
Interviews:
Ravi Pingli
25 on Day 2
46 Total
Arez Mardoukhi
Kevin Woolley
Gopi Sukhavasi
62. Business Model Canvas: Day 2
Key Partners Key Activities Value Customer Customer
• Purchasing • Software Propositions Relationships Segments
associations marketing Buyers • Partnerships • Chain/
• Marketing/ sales • Find the best with industry Corporate
sales team possible trade shows Restaurants
suppliers for • Professional • Chain/
procuring network Corporate
goods and Hotels
services. • Sales
• One solution to Companies
Key Resources manage end to Channels Distributing to
• Software end source-to- • Professional Hotels and
development pay process Network Companies
team Suppliers • Purchasing
• Marketing • Provide Associations
resources platform to • Industry
reach target conferences
market
customers
Cost Structure Revenue
• Fixed: Software development/maintenance • Subscription fee will be charged per seat for each
• Variable: Marketing/sales customer
• The pricing will be higher for buyers than
suppliers
63. Logic for reexamining value proposition
• On Day 1, we asked managers of local and independent
restaurants about challenges in dealing with suppliers
• Result: they reported low to moderate problems
• At the end of Day 1, we planned to pose a similar set of
questions to managers of restaurant and hotel chains
• At the end of Day 2, we decided to reformulate our value
proposition and ask general managers and owners of
local and independent restaurants and hotels a slightly
different set of questions
• Asking slightly different questions yielded much different
results among the same restaurant segment
64. Business Model Canvas: Day 3
Key Partners Key Activities Value Customer Customer
• Hotel and • Develop Propositions Relationships Segments
restaurant online Buyers • Regular • Local/
associations platform • Find best customer independent
• Independent • Continuous suppliers for contact restaurants (no
research buyer and procurement chains)
services supplier
consortiums • Local/
development
• Facilitate independent
transparency hotels (no
and ease of chains)
use • Food, tabletop,
Key Resources Suppliers Channels and bed linen
• Software • Increased • Outside suppliers
development visibility to salesforce
team
potential
• Marketing
resources customers
Cost Structure Revenue
• Fixed: Software development/maintenance • Annual subscription contract for both buyers and
• Variable: Marketing/sales suppliers (~0.5% of consortium revenue)
• Buyers/suppliers charged to submit/respond to
proposals
65. Business Hypotheses
Hypothesis 1 • Test 1 Result 1
• Local/independent • Determine top three sources • Hypothesis accepted
restaurants would of pain among restaurant
realize cost savings by owners and managers
participating in a
procurement consortium
• Rate level of pain in variable
cost control on scale of 1 to 3
Hypothesis 2 Test 1 Result 2
• Local/independent • Determine top three sources • Hypothesis uncertain
hotels would realize
cost savings by
of pain among restaurant
owners and managers
• Further test necessary
participating in a
procurement consortium
• Rate level of pain in variable
cost control on scale of 1 to 3
66. Findings
• Almost all interviewees listed cost control among their top three concerns
• Cost concerns were described as being a moderate to high (6.5/10) source
of anxiety among target restaurant owners and general managers
• Cost concerns were described as being a low to moderate (4.4/10) source
of anxiety among target hotel owners and managers
• Restaurant owners and managers were moderately to highly interested in
procurement consortium platform, but frequently noted the complexities that
would arise (e.g., shared storage, cost allocation, and delivery costs)
• Procurement consortiums would have more of an effect in cutting out the
middlemen than reducing distributor costs
Quotes:
• "Very interesting. Come back and see me so that we can discuss further"
• “Glassware is misery for all restaurants”
• "I think about cost all the time. You can't raise menu prices at the same rate
as costs”
• “This would be especially helpful for service contracts like coffee machines”
68. Business Hypothesis Restaurants
Hypothesis Test Results
Yes, main issue has to do
There is a marketing with how to bring new
Interviews
problem customers without loosing
money on the existing ones
They are not satisfied with No, are content with
their current marketing Interviews opentable; good reputation
efforts & location
Not willing to do it as a
They could give discounts to discount but they could give
Interviews
attract new customers free tokens (i.e. drink,
entrée)
They could be interested in No, either are big enough to
running their one marketing Interviews have a marketing guy or
campaign happy with opentable
69. Business Hypothesis Restaurants
Hypothesis Test Results
Not really, they can address
They would be willing to
it by going directly to the
help generate a new rating Interviews
customers, other relay on
site more restaurant friendly
their clientele
No, most don’t want to
They would be willing to pay open a new channel
a monthly fee for a Interviews Could be interested as long
marketing service as it is cheap and based on
success
70. Mobile Marketing
- Restaurants to reduce Restaurants want to
Key Activities do sales fluctuations minimize the
we require? - Restaurants to Get/keep/Grow dependency on
Who are our Key Marketing engage customers Customers? discounters
Partners? Campaign - Cheap and an - Low-cost platform Restaurant want to run
Online templates, Software effective way of - Mkt Campaign local marketing
advertisement development, relati reaching the campaign ( 2 mins
review webpages Templates
onship building customers breakfast , cheap bagel
restaurants - Reaching local after 11am, …)
Who are our key customer (location - Mid pricing level
suppliers? based) restaurants in
Telecoms, search - Increase customers neighborhood areas
engines without affecting
What are we existing sales
getting from What Key - Filter incoming
them? Giving Resources we “discount” info Which Channels? - People between 30-
them? require? - Receive restaurant Online, app, loyalty 45 years
Message delivery People, IT information programs - People in an
services Quality infrastructure (data (price, quality) if you unknown area
information center) are in an unknown
place
Fee per marketing campaign, monthly
Important costs? Fixed? Variable? subscription fee Fee based on effectiveness
Software (technology) development, (fixed)
marketing/sales (variable)
Free
71. Diagnose your health
from anywhere
23 New (32 Total) Interviews
Thomas Jonathan Melissa Nina Tim Vladimir
Wednesday – Day 3
73. DIAGNOSLY - Yesterday
Consumers
• Convenience of time
• Diagnostic and Families (primarily
monitoring device
and place Get customers:
• Reduced cost for • Partnerships mothers) in the
OEMs • R&D fertility
• Lab-on-chip OEMs • Tech support uninsured or high • Online marketing
• Health networks deductible plan Keep + Grow: testing, pregnancy, a
• Partner sales & nd early childhood
• Testing labs support subscribers • Quality service and
• Clinical research • user experience phase
• Customer support
companies • Reduced cost and
• Online health service increased quality of Device Makers
providers software Makers of at-home
monitors and
Getting from them: • Lower costs due to
diagnostic devices
• Hardware to conduct reduced visits, less
diagnostic tests fraud and
• Access to customers
Payment process
consistent, comprehe • Online (direct) Payers
nsive data
• Industry experts • Physicians Insurance, Medicare,
Giving them: • Engineers and • Improved patient • Hospitals Medicaid
• A platform outcomes
•
designers • Clinics
Mobile connectivity • Earn more money via Providers
• Data mgmt • IP experts
focus on higher value • Health General
• Integration with online • Privacy experts procedures networks Practitioners, Midwiv
health ecosystem • Lawyers
es, Nurses
• People (R&D)
• Tech infrastructure • Testing fees (per test)
• Customer acquisition • Monthly subscriptions (freemium model)
73
74. DIAGNOSLY - Today
Automated, Optional Consumers
• Convenience of time 24x7 Support
• Provider and place Families (primarily
subsequent mothers) in
engagement • Reduced cost for
Automated, Optional the fertility
• Device mfg uninsured or high
SDK Support testing, pregnancy, and
deductible plan early childhood phase
relationships subscribers
• R&D Indirect, trusted
Device Makers
• Diagnostic and supplier
• Customer • Reduced cost and
Small to medium makers
monitoring of at-home monitors and
support increased quality of diagnostic devices
device OEMs software
Payers
Insurance, Medicare, Med
• Insurance • Lower costs due to
icaid
reduced visits, less Providers
networks
• Engineers and fraud and General
consistent, comprehe Practitioners, Midwives, N
• Independent designers nsive data • Online urses, Office
sales reps • Legal/Regulator • Independent
Manager, Specialists
• Improved patient (Pediatricians, OB/GYNs
y Knowledge sales reps , vets etc)
(IP, FDA, HIPPA, outcomes
• Earn more money via • Physicians / Livestock Managers
Cattle ranchers, horse
etc) focus on higher value Clinics farmers
procedures Drug Developers
Big Pharma, Biotechs
• Testing fees (per test/kit)
• People (R&D)
• Customer acquisition
• Regulatory & Liability
74
75. Diagnosly Ecosystem
Patient Data Captured:
• Raw data from blood, urine, saliva samples
Medical Devices (OEMs) • Raw data from sensors
• Symptom descriptions and pictures
• Demographic data
• Location
• Health History
Patients Payers
DIAGNOSLY PLATFORM
Laboratory Testing Services (3rd Party)
Physicians Cloud & Data
Services • Analysis of raw diagnostic data
Phone, Tablet, and
• Illness and disease detection
Web Applications
• DNA analysis
• Risk assessment
Researchers
Admin & Reporting Dashboard:
• Monitoring and diagnostic history
• Aggregated lab results Online Health Services (3rd Party)
• Alerts and reminders • Electronic Health Records (EHR)
• Advanced data analytics • Health Service Provider Network
• Analysis of treatment efficacy • Billing and Insurance
• Personalized health content and • Appointment scheduling
service recommendations • Pharmacy
• Virtual appointments
CONFIDENTIAL 75
76. Interviews
SAYING NEW INSIGHTS
• “Every geek team has their own • Potential negative reaction from device
proprietary app!” manufacturers regarding data sharing
• “Lost a lot of time and money in this space and recall knowledge
because we were too early” • Specialists and GPs seem amenable so
• “Patients never do what they say they will long as does not negatively effect cash
do” flow, physician time, patient care.
• “We have important IP around our • GPs get paid to analyze patient data
online data portal”
DOING CONCLUSIONS
• Competitors see value in the device • Appears that enough devices are
agnostic portal/data system, etc. available to make pregnancy / pediatric
• Insurance companies are willing to pay for viable but may not be easily digitized
preventative monitoring for very specific and providers are concerned about
chronic diseases parents administering them correctly
• Ped mom keeps self-made kit at home • Opportunity exists for chronic disease
• ER hospitals funding primary care clinics prevention testing and data collection
in low income areas to reduce ER costs
76
77. Possible livestock/veterinary segment: overview
Market research INSIGHTS
• US pet Care market $29B and growing • Small farmers could benefit from self-
• $4B annual spend on livestock health administered diagnostic tests
• Globalization and international trade • Large ranchers might benefit more from
driving improvements in veterinary automated remote health monitoring
diagnostics and testing (e.g. • Pet owners willing to spend on beloved
food, feed, and animals). pets, but lack confidence due to expertise
Proposed solution SAYING
• Small farmer: “I know my animals, I know if
I need to call the vet, I don‟t need any
gadgets”
Diagnosly • Horse rancher: “I could spend anywhere
Platform
from $300 to $30K on a vet visit for my
horse!”
• “I wish I could know better if my dog is
sick”
77
78. Possible Big Pharma/Biotech segment: overview
Market research INSIGHTS
• Cost of bringing new drug to market: $1.2B • Pharma doesn't want to develop these
• Most drugs fail at late stage types of platforms themselves, want:
• Need for automated substitutes for: • 3rd party validation
• Human clinical trials • industry standardization
• Animal testing • FDA buy-in
• Academics more comfortable with
prototype systems, less excited about
automation
Solution overview SAYING
Drug • “Predicting toxicity is a trillion dollar app!”
• “This could be hugely disruptive”
• “Very few people can connect all these
dots together”
+ • “I would only be interested in this data if
Researchers
the FDA will take it seriously”
Automated human
tissue studies
78
79. Tuesday Hypotheses
HYPOTHESIS TEST RESULT
1
• Small device manufacturers
• Mixed results, some will
would be willing to use 3rd • Interviews
but also some will not.
party software, if it‟s free
2
• Small device companies
will be more willing to • Interviews • Validated
partner than larger ones
3
• Bill physician a fee as a %
• Industry experts and
of insurance / Medicare /
Medicaid payments we
• Interviews providers indicate so but
not confirmed with payers
facilitate
79
80. Tuesday Hypotheses
HYPOTHESIS TEST RESULT
4
• 1st time mothers want to
• Pregnant women would like
see physician
to reduce their number of • Interviews
• Subsequent mothers OK
doctor visits
not.
5
• Expectation is that it
• Patients are willing to pay
would be less but willing
the same as they would for • Interviews
to pay up to the same
a physicians visit
amount.
6
• Yes so long as paying
• Some patients will be
willing to pay out of pocket
• Interviews less for equivalent service
now.
80