The document outlines the evolution of a business model canvas over 7 weeks for a startup called DC Veritas that is developing an affordable small wind turbine for homes and cities. The final canvas focuses on partnering with small wind developers, cities, and utilities to pilot and lease wind turbines for street lamps to diversify energy portfolios and provide a fast return on investment.
This document discusses technological change and the types of changes that occur. It addresses changes in technologies, industries, legal/regulatory frameworks, and markets. The presentation outlines how technologies experience improvements in performance and cost over time, and how some technologies create new industries. It also discusses how industries experience the founding of new firms, success/failure of firms, and changes in vertical integration that can create new industries. Finally, it provides examples of technological discontinuities versus dominant designs, and outlines a cyclical model of technological change.
This document introduces the NABC framework for analyzing business opportunities and developing value propositions for projects. NABC stands for Need, Approach, Benefits, and Competition. It is a quick four question method for assessing a project's customer need, unique approach to addressing that need, specific benefits over costs, and advantages over alternatives. The document provides an example application of the NABC framework to a hypothetical video on demand business opportunity. It also discusses the pros and cons of using NABC, its impact on increasing awareness of customer value within a research community, and lessons learned from its implementation.
A good prensentation of the Freemium economy form my students in Bachelor at PSB Paris school of Business.
Thanks to :
Thomas Beauchemin
Justine Bohelay
Camille Bruzeau
Iona Casta Magny
Dan Assous
Margaux Bervas
Garena is an online game and social media platform provider based in Singapore. It started as an online game provider but has since expanded into multiple products and services. Its main platforms are Garena+ for online games, TalkTalk for game streaming, and BeeTalk for social media. It aims to leverage synergies between its platforms to increase network effects and retain customers. Moving forward, Garena will need to acquire more popular mobile games and explore strategies like partnerships or acquisitions to develop its own game development capabilities as the games market evolves.
This final project report summarizes the work of the Blink Traffic team in developing a mobile application to provide real-time traffic information in developing countries. The team interviewed leaders in traffic data services and consumer traffic applications, surveyed potential corporate and consumer customers, and determined their initial product idea of targeting corporations was not viable. They pivoted to focus on individual commuters as their target market and found strong interest in social and gaming features to drive engagement with the app.
The document discusses the development of a business model for a cloud computing marketplace. It describes how the founders conducted customer interviews, analyzed the market, and pivoted their business model and product focus multiple times based on feedback. They ultimately developed a two-tiered sales model focusing on capacity planning and cloud lifecycle management, targeting enterprises through both inside and field sales with the help of cloud consulting partners.
voci.us aimed to build an online community for discussing news articles. The founders interviewed news consumers and media partners to develop a centralized platform. However, they found that news sites were hesitant to drive traffic off their sites and slow to change. While users liked the idea of engaged discussion, they were slow to migrate to new platforms and more likely to share than discuss articles. The founders concluded that news partnerships would be a slow process and that they needed to focus on engaging users and testing community features before further developing the site's technology.
OurCrave is an online social shopping platform that allows customers to create group deals on products from sellers. The founders conducted market research including surveys of users and sellers. Initial tests offering group deals failed as sellers did not provide large enough discounts. The team then improved the site, added more seller value like lower fees, and spammed sellers to attract some. They received feedback on issues like shipping costs. The key next activities will be managing sellers better, running promotion deals, and encouraging viral sharing among buyers. Revenue will come mainly from transaction fees, with costs including marketing, servers, and seller management.
This document discusses technological change and the types of changes that occur. It addresses changes in technologies, industries, legal/regulatory frameworks, and markets. The presentation outlines how technologies experience improvements in performance and cost over time, and how some technologies create new industries. It also discusses how industries experience the founding of new firms, success/failure of firms, and changes in vertical integration that can create new industries. Finally, it provides examples of technological discontinuities versus dominant designs, and outlines a cyclical model of technological change.
This document introduces the NABC framework for analyzing business opportunities and developing value propositions for projects. NABC stands for Need, Approach, Benefits, and Competition. It is a quick four question method for assessing a project's customer need, unique approach to addressing that need, specific benefits over costs, and advantages over alternatives. The document provides an example application of the NABC framework to a hypothetical video on demand business opportunity. It also discusses the pros and cons of using NABC, its impact on increasing awareness of customer value within a research community, and lessons learned from its implementation.
A good prensentation of the Freemium economy form my students in Bachelor at PSB Paris school of Business.
Thanks to :
Thomas Beauchemin
Justine Bohelay
Camille Bruzeau
Iona Casta Magny
Dan Assous
Margaux Bervas
Garena is an online game and social media platform provider based in Singapore. It started as an online game provider but has since expanded into multiple products and services. Its main platforms are Garena+ for online games, TalkTalk for game streaming, and BeeTalk for social media. It aims to leverage synergies between its platforms to increase network effects and retain customers. Moving forward, Garena will need to acquire more popular mobile games and explore strategies like partnerships or acquisitions to develop its own game development capabilities as the games market evolves.
This final project report summarizes the work of the Blink Traffic team in developing a mobile application to provide real-time traffic information in developing countries. The team interviewed leaders in traffic data services and consumer traffic applications, surveyed potential corporate and consumer customers, and determined their initial product idea of targeting corporations was not viable. They pivoted to focus on individual commuters as their target market and found strong interest in social and gaming features to drive engagement with the app.
The document discusses the development of a business model for a cloud computing marketplace. It describes how the founders conducted customer interviews, analyzed the market, and pivoted their business model and product focus multiple times based on feedback. They ultimately developed a two-tiered sales model focusing on capacity planning and cloud lifecycle management, targeting enterprises through both inside and field sales with the help of cloud consulting partners.
voci.us aimed to build an online community for discussing news articles. The founders interviewed news consumers and media partners to develop a centralized platform. However, they found that news sites were hesitant to drive traffic off their sites and slow to change. While users liked the idea of engaged discussion, they were slow to migrate to new platforms and more likely to share than discuss articles. The founders concluded that news partnerships would be a slow process and that they needed to focus on engaging users and testing community features before further developing the site's technology.
OurCrave is an online social shopping platform that allows customers to create group deals on products from sellers. The founders conducted market research including surveys of users and sellers. Initial tests offering group deals failed as sellers did not provide large enough discounts. The team then improved the site, added more seller value like lower fees, and spammed sellers to attract some. They received feedback on issues like shipping costs. The key next activities will be managing sellers better, running promotion deals, and encouraging viral sharing among buyers. Revenue will come mainly from transaction fees, with costs including marketing, servers, and seller management.
The document summarizes a team's final project presentation for a medical device startup called MammOptics. The team includes four members with engineering and business backgrounds working to develop a non-invasive, non-radiative breast cancer detection technology using optical spectroscopy. The presentation covers the initial technology and business model hypotheses, testing the value proposition with hospitals and doctors, and outlines the steps needed for product development, clinical trials, reimbursement, and company financing.
Powerblocks is a modular lighting system that allows users to build and customize their own lighting configurations. It is described as LEGOs for lighting. The document discusses Powerblocks' business model, which involves designing modular lighting pieces that can be assembled, reconfigured, and reused in different arrangements. It aims to target various customer segments, including high-end homeowners, offices, dorm students, and mid-range homeowners. The business model outlines key partners, activities, resources, cost structure, and revenue streams centered around creating customizable lighting solutions.
The document summarizes a team's final presentation on their autonomous vehicle project called Autonomow. It introduces the 9 team members and their backgrounds. It then describes the team's initial business plan to develop and sell autonomous vehicles for mowing and weeding applications to reduce labor costs. The team conducted extensive customer interviews and research, culminating in the development of a prototype weed-eliminating robot called "Carrotbot" over the course of a week. The presentation outlines the technical challenges and opportunities in weed identification and elimination, and validates a market need among farmers struggling with manual weeding labor. It proposes a business growth path focusing initially on providing an autonomous weeding service to organic vegetable growers.
The document discusses making whiteboard explanation videos and provides steps to create one using Videoscribe software. It notes that while the software is free to download, exporting videos costs $29 per month. Creating a high-quality video with voiceover requires editing work. The 10 steps provided are to: download Videoscribe, start a new project, add images or text, select SVG images, edit images, continue adding/editing content, add voiceover, and export the final video. Contact information is included for questions.
The document discusses the development of a temporary prosthetic device called FlexLeg for lower leg injuries. It provides an overview of the founders and the strengths and weaknesses of existing mobility options. Market research indicates a large potential customer base, and prototypes were tested with positive feedback. The document outlines the business model, revenue potential, manufacturing costs, and next steps which include further validation, partnerships, and registrations to bring FlexLeg to market.
AutoBid Plus provides estimates for auto body repairs by having customers upload photos of damage. Technicians then provide estimates in 15-90 minutes. The company has interviewed auto body shop owners and insurance adjusters to understand their needs. AutoBid Plus allows shops to bid on repair jobs and insurance companies to quickly get estimates. However, the business model is currently not profitable due to high costs of technicians' time to assess damage from photos.
Steve Blank visited Helsinki from September 5-9, 2011 to speak with universities, startups, investors and the media. His schedule was packed with events each day, including faculty talks, panels, workshops, lectures and interviews. The goal of his visit was to encourage Finland to radically change its approach to entrepreneurship education by focusing more on practical learning and treating startups differently than large companies. He emphasized that failure should not be stigmatized and different types of startups require distinct skills that can't be taught through traditional business programs.
The document outlines the genesis and validation of an idea for an online parking reservation business. Customer surveys found that people are willing to pay more for guaranteed parking spots and will reserve spots online. An MVP was launched with one parking lot partner which generated over 50 reservations in a few months without marketing. Based on this initial validation and industry expert feedback, revenue projections estimate the business can generate millions in revenue within a few years.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Donderdag 23 februari 2012 heeft EnableMi samen met Solesta een workshop verzorgd op Groen2012 onder de titel: van innovatie naar verdienmodel.
In deze werksessie hebben we met behulp van de CANVAS-methode gediscusieerd over de business case van Solesta zonneboilers. Welke bouwstenen in het business model zijn cruciaal en hoe zou het verdienmodel er uit kunnen en of moeten zien?
This document discusses a business plan for retrofitting wind turbines onto street lamps to provide renewable energy to cities. It outlines building partnerships with city engineers, understanding customer needs, and submitting bids to requests for proposals. The plan involves a 5-year maintenance warranty with service charges after, and partnering with installers, manufacturers, and certification groups. The timeline lays out product design, pilot testing, manufacturing, and sales goals over 4 years with the goal of breaking even in year 4. Updated financial projections and discussions with potential partner cities are also included.
The document discusses a business plan for a company that retrofits wind turbines for street and highway lamps. It proposes a cost-driven revenue model of direct sales to cities and utilities, forming long-term maintenance relationships. The plan outlines building relationships with city stakeholders, submitting bids, and forming partnerships to maximize reach. It also discusses potential customers, a 5-year warranty model with service charges afterward, and manufacturing costs as key factors.
This document discusses potential distribution channels for a new vertical axis wind turbine product designed for street lamps. It considers selling directly to consumers but finds it not viable due to high customer acquisition costs. Selling through large retail stores is also deemed not suitable due to low volume needs. The document recommends partnering with local governments and utilities which have strong needs and budgets to reduce electricity costs. It outlines a business plan to work with these commercial and municipal customers directly through developing regulatory approvals and long-term maintenance relationships.
The document summarizes the key learnings from different phases of the myLinkx home automation startup. It discusses potential revenue streams, customer segments, partnerships and distribution channels. The main learnings are that recurring subscription fees must be embedded within existing homeowner costs, and scaling will require partnerships with new home builders and large existing service providers. The next steps outlined are to target AV dealers, electricians and security companies to reach early adopters and achieve broader adoption.
Robert Newcomer is an attorney who specializes in green building and sustainability litigation and counseling. His document discusses key aspects of green building including definitions, benefits, impacts, certification systems like LEED, and various legal issues that can arise related to green building standards, contracts, marketing, and more. It provides an overview of sustainability challenges and opportunities in the built environment.
The document summarizes a networking roadshow event focused on generating ideas for wind energy opportunities. Guest speakers discussed offshore wind energy trends and case studies. Attendees then brainstormed and mapped out ideas and business opportunities related to renewable energy. These included utilizing local renewable resources, reducing energy consumption, promoting smarter consumption, addressing environmental impacts, and developing the necessary infrastructure, supply chain and skills training. Business models were proposed around self-sustaining communities, community-owned renewable energy cooperatives, and developing offshore wind farm services and technology. Questions from attendees focused on issues like incentivizing schools to go green, limitations of the national grid, and balancing renewable energy development with tourism.
The document outlines the goals and elements of the Energy Upgrade California program. The program aims to complete 130,000 home retrofits to increase energy efficiency, create jobs, and change long-term energy use behaviors. It provides rebates up to $4,500 for home upgrades like insulation, HVAC systems, and solar panels. Extensive market research was conducted to understand barriers and target markets like homeowners aged 35-54 and those living in homes built before 1940. The program emphasizes the benefits of upgrades like reduced utility bills, increased property values, environmental protection, and home comfort.
Lime Energy is an energy services company established in 2006 with over 400 employees across 23 offices nationwide. They provide energy efficiency services like lighting upgrades, insulation, weatherization, and renewable energy installations. Their services help reduce energy costs and greenhouse gas emissions for commercial, industrial, and government clients. Lime Energy aims to be a comprehensive resource for executing energy efficiency projects through their expertise, financing assistance, and ability to maximize available incentives and rebates.
This document summarizes a presentation about green technology trends for apartments. The presentation discusses emerging green technologies, opportunities to retrofit existing buildings to improve energy efficiency, and benchmarking building performance to identify areas for improvement. Specific retrofit opportunities discussed include water conservation, lighting upgrades, air sealing, HVAC upgrades, and upgrading fan and pump motors. The presentation notes that introducing energy efficient practices can help property owners lower operating costs, create healthier living environments, reduce greenhouse gas emissions, and increase property marketability.
Getting started in sustainability webinar (08 15 11)219GreenConnect
Learn how your business can run more sustainably. Getting started is easier than you think with convenient programs from the Delta Institute such as a free initial audit and their green purchasing program.
The document summarizes a team's final project presentation for a medical device startup called MammOptics. The team includes four members with engineering and business backgrounds working to develop a non-invasive, non-radiative breast cancer detection technology using optical spectroscopy. The presentation covers the initial technology and business model hypotheses, testing the value proposition with hospitals and doctors, and outlines the steps needed for product development, clinical trials, reimbursement, and company financing.
Powerblocks is a modular lighting system that allows users to build and customize their own lighting configurations. It is described as LEGOs for lighting. The document discusses Powerblocks' business model, which involves designing modular lighting pieces that can be assembled, reconfigured, and reused in different arrangements. It aims to target various customer segments, including high-end homeowners, offices, dorm students, and mid-range homeowners. The business model outlines key partners, activities, resources, cost structure, and revenue streams centered around creating customizable lighting solutions.
The document summarizes a team's final presentation on their autonomous vehicle project called Autonomow. It introduces the 9 team members and their backgrounds. It then describes the team's initial business plan to develop and sell autonomous vehicles for mowing and weeding applications to reduce labor costs. The team conducted extensive customer interviews and research, culminating in the development of a prototype weed-eliminating robot called "Carrotbot" over the course of a week. The presentation outlines the technical challenges and opportunities in weed identification and elimination, and validates a market need among farmers struggling with manual weeding labor. It proposes a business growth path focusing initially on providing an autonomous weeding service to organic vegetable growers.
The document discusses making whiteboard explanation videos and provides steps to create one using Videoscribe software. It notes that while the software is free to download, exporting videos costs $29 per month. Creating a high-quality video with voiceover requires editing work. The 10 steps provided are to: download Videoscribe, start a new project, add images or text, select SVG images, edit images, continue adding/editing content, add voiceover, and export the final video. Contact information is included for questions.
The document discusses the development of a temporary prosthetic device called FlexLeg for lower leg injuries. It provides an overview of the founders and the strengths and weaknesses of existing mobility options. Market research indicates a large potential customer base, and prototypes were tested with positive feedback. The document outlines the business model, revenue potential, manufacturing costs, and next steps which include further validation, partnerships, and registrations to bring FlexLeg to market.
AutoBid Plus provides estimates for auto body repairs by having customers upload photos of damage. Technicians then provide estimates in 15-90 minutes. The company has interviewed auto body shop owners and insurance adjusters to understand their needs. AutoBid Plus allows shops to bid on repair jobs and insurance companies to quickly get estimates. However, the business model is currently not profitable due to high costs of technicians' time to assess damage from photos.
Steve Blank visited Helsinki from September 5-9, 2011 to speak with universities, startups, investors and the media. His schedule was packed with events each day, including faculty talks, panels, workshops, lectures and interviews. The goal of his visit was to encourage Finland to radically change its approach to entrepreneurship education by focusing more on practical learning and treating startups differently than large companies. He emphasized that failure should not be stigmatized and different types of startups require distinct skills that can't be taught through traditional business programs.
The document outlines the genesis and validation of an idea for an online parking reservation business. Customer surveys found that people are willing to pay more for guaranteed parking spots and will reserve spots online. An MVP was launched with one parking lot partner which generated over 50 reservations in a few months without marketing. Based on this initial validation and industry expert feedback, revenue projections estimate the business can generate millions in revenue within a few years.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Donderdag 23 februari 2012 heeft EnableMi samen met Solesta een workshop verzorgd op Groen2012 onder de titel: van innovatie naar verdienmodel.
In deze werksessie hebben we met behulp van de CANVAS-methode gediscusieerd over de business case van Solesta zonneboilers. Welke bouwstenen in het business model zijn cruciaal en hoe zou het verdienmodel er uit kunnen en of moeten zien?
This document discusses a business plan for retrofitting wind turbines onto street lamps to provide renewable energy to cities. It outlines building partnerships with city engineers, understanding customer needs, and submitting bids to requests for proposals. The plan involves a 5-year maintenance warranty with service charges after, and partnering with installers, manufacturers, and certification groups. The timeline lays out product design, pilot testing, manufacturing, and sales goals over 4 years with the goal of breaking even in year 4. Updated financial projections and discussions with potential partner cities are also included.
The document discusses a business plan for a company that retrofits wind turbines for street and highway lamps. It proposes a cost-driven revenue model of direct sales to cities and utilities, forming long-term maintenance relationships. The plan outlines building relationships with city stakeholders, submitting bids, and forming partnerships to maximize reach. It also discusses potential customers, a 5-year warranty model with service charges afterward, and manufacturing costs as key factors.
This document discusses potential distribution channels for a new vertical axis wind turbine product designed for street lamps. It considers selling directly to consumers but finds it not viable due to high customer acquisition costs. Selling through large retail stores is also deemed not suitable due to low volume needs. The document recommends partnering with local governments and utilities which have strong needs and budgets to reduce electricity costs. It outlines a business plan to work with these commercial and municipal customers directly through developing regulatory approvals and long-term maintenance relationships.
The document summarizes the key learnings from different phases of the myLinkx home automation startup. It discusses potential revenue streams, customer segments, partnerships and distribution channels. The main learnings are that recurring subscription fees must be embedded within existing homeowner costs, and scaling will require partnerships with new home builders and large existing service providers. The next steps outlined are to target AV dealers, electricians and security companies to reach early adopters and achieve broader adoption.
Robert Newcomer is an attorney who specializes in green building and sustainability litigation and counseling. His document discusses key aspects of green building including definitions, benefits, impacts, certification systems like LEED, and various legal issues that can arise related to green building standards, contracts, marketing, and more. It provides an overview of sustainability challenges and opportunities in the built environment.
The document summarizes a networking roadshow event focused on generating ideas for wind energy opportunities. Guest speakers discussed offshore wind energy trends and case studies. Attendees then brainstormed and mapped out ideas and business opportunities related to renewable energy. These included utilizing local renewable resources, reducing energy consumption, promoting smarter consumption, addressing environmental impacts, and developing the necessary infrastructure, supply chain and skills training. Business models were proposed around self-sustaining communities, community-owned renewable energy cooperatives, and developing offshore wind farm services and technology. Questions from attendees focused on issues like incentivizing schools to go green, limitations of the national grid, and balancing renewable energy development with tourism.
The document outlines the goals and elements of the Energy Upgrade California program. The program aims to complete 130,000 home retrofits to increase energy efficiency, create jobs, and change long-term energy use behaviors. It provides rebates up to $4,500 for home upgrades like insulation, HVAC systems, and solar panels. Extensive market research was conducted to understand barriers and target markets like homeowners aged 35-54 and those living in homes built before 1940. The program emphasizes the benefits of upgrades like reduced utility bills, increased property values, environmental protection, and home comfort.
Lime Energy is an energy services company established in 2006 with over 400 employees across 23 offices nationwide. They provide energy efficiency services like lighting upgrades, insulation, weatherization, and renewable energy installations. Their services help reduce energy costs and greenhouse gas emissions for commercial, industrial, and government clients. Lime Energy aims to be a comprehensive resource for executing energy efficiency projects through their expertise, financing assistance, and ability to maximize available incentives and rebates.
This document summarizes a presentation about green technology trends for apartments. The presentation discusses emerging green technologies, opportunities to retrofit existing buildings to improve energy efficiency, and benchmarking building performance to identify areas for improvement. Specific retrofit opportunities discussed include water conservation, lighting upgrades, air sealing, HVAC upgrades, and upgrading fan and pump motors. The presentation notes that introducing energy efficient practices can help property owners lower operating costs, create healthier living environments, reduce greenhouse gas emissions, and increase property marketability.
Getting started in sustainability webinar (08 15 11)219GreenConnect
Learn how your business can run more sustainably. Getting started is easier than you think with convenient programs from the Delta Institute such as a free initial audit and their green purchasing program.
No Customer Name Dan Parke For Baking (Aba) June 16 2009dlaybourn
The document discusses energy efficiency opportunities for the American Baking Association. It summarizes Lime Energy's services and experience providing energy efficiency solutions, projects, and cost savings for commercial clients including multi-site baking companies. Lime Energy uses proven technologies to reduce operating expenses through lighting, HVAC, and other retrofits with high return on investment.
Large renovations and what you need to know 2010Wo Built
This document provides an overview of what homeowners need to know when planning large renovations. It discusses the importance of planning goals and budgets, working with designers and contractors, obtaining necessary permits, dealing with construction impacts, and potential grants and rebates. The contractor, Wo-Built, specializes in innovative and green design/build renovations and aims to educate the public about best practices.
AlveCor Energy Solutions Referral Programjcorbier1
AlveCor Energy Solutions offers High-Yield Energy Savings Solutions for large electric purchasers. If you want to save a minimum of 8% per year on your electric costs and earn a GUARANTEED minimum of 33% annual interest on your investment, contact us. We'll conduct an initial evaluation of your situation for free and tell you if you qualify.
The document discusses how adopting ENERGY STAR standards can help make affordable housing truly affordable by reducing operating costs and improving indoor comfort. Specifically, it recommends that existing housing implement ENERGY STAR home performance assessments and that new housing meet ENERGY STAR certification. This can result in lower utility bills, maintenance costs, and improved durability, comfort, and property values while reducing pollution. ENERGY STAR offers specifications and guidelines for energy-efficient products, new construction, and existing home improvements that can benefit affordable housing providers and residents.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
93. City Budget PlanLearn about city approval Process City Values Planning Commission Technical Evaluation and Recommendation Back to the envelop metrics IDEA Request for Quote City Council Approval City Council “Pet-Project” Finance Approval
94. What we learned Cities interest in financial options Long purchase cycles Utilities decoupled
95. Barriers Who is installing? Who owns the product? Need pilot cities Cant Initially offer PPA or Leasing Do we have the budget? Who is liable if it fails? Is it windy enough here? DC Veritas Cities
142. What we learned Pilot project integral to prove product concept Reduce perceived risk Certification take a long time
143. Pilot interest Mariposa, Tx Eco-school Demo site for sustainability Want to pilot Sundance, Ut Ski resort is interested Large energy budget Green minded
145. Learnings - Customers Problem not product Don’t marry product Active customer Real experience counts Hypothesis often wrong High customer acquisition costs
146. Learnings Startups are roller coaster Pass/Fail Criteria Interviews are hard Team value
147. What’s next Structural wind loads Liability and prior IP issues Understand small wind developer City interest in finance option Build it!
What we offer is convenient cheap wind for every American household.The product is a sleek, affordable VAWT design that will generate free electricity for the American household.Our vision is that this wind turbine could be a new category of home appliance, much like the refrigerator or dishwasher. It would be hassle free, plug-and-play system.And have the unique advantage of being highly visible, cool, green status symbol for the homeowner.And to spearhead this project, these are our team members.
Background – academic department and educationExpertise - experienceRole for teamAll have technical backgroundDurell – mechanical engineering and sustainability design, product development, lead discussionAndrew – lead customer development processDiana – environmental engineering; lead permitting and regulatory environment, city purchasing processPedro – civil engineering; lead understanding of energy market, financials
(gray out non bolded items)Talk about highlightsSingle Family Homeowners: Target customer are single family homeownerPayback period: We offer a renewable electricity generation device that has a much faster payback period than competitors. Manufacturing: We can offer this because our product is cheaper than competitors, due to our unique manufacturing process, without compromising performance and aesthetics. Direct Sales: We will sell our product directly to the customer to maximize savings to the customer. Partners: In order simplify the installation of our product, we will need to partner with local permitting officials to facilitate the permitting process. The idea is once the planning department is comfortable with our product, then there no longer needs to be a lengthy review for each installation.
Customer validation/discovery: We talked to potential customers to get their feedback on our product. Would they be excited about our product?Homeowner InterviewsFarmer’s Market – handout we were passing outOnline SurveyHandoutof our Value proposition: for the low cost of $500, we would reduce their energy bill by 10% every month. Payback period 2.5 yearsHassle free installation and grid hookupClean renewable wind energy
Bigger turbine: Customers wanted larger energy offset than 10% – which required a bigger turbine. No longer something you could place on your roof -> pole mounting required.Neighbors: People were very concerned about what their neighbors would think.?? (specifics) Market education: This is because wind turbines have not penetrated the general residential market, and there is a lot of market education that is required. Customer archetype: A very specific customer archetype emerged to because of these barriers. The ppl who were really interested in installing our product were typically a well-off father whose kids were out of the house, handy, and was active with other home improvement projects. They were actively seeking new technologies, instead of doing what everyone else was doing. Was more practically oriented, and did not care as much about neighbor approval
Solar and wind proxies: SolarCity, Sungevity, Aerotecture, Helixwind, Industry experts:Mick Sagrillo – wind turbine installation consultant, N.Carolina Solar and renewable research center researcher, SD Land Use/Environmental PlannerWhat we learned from talking to industry experts (solar and wind turbine companies, consultants, city officials)- Residential solar customers have very high customer acquisition costs - $2500/customer!Wind industry – difficult to tap into residential markets b/c there are large land requirements (especially with larger products, and larger wind turbines tend to be more cost effective), home owner’s association, Market is very fragmentedSolarCity is able to have outreach because of in-house finance option, unique – other solar and wind companies do notSolar market has many players, manufacturers, lead generation, installers, sales, maintenance. No one does everything. SolarCity is closest to doing everything inhouse, but purchases product from manufacturer
** updateWhat we learned from talking to industry experts (solar and wind turbine companies, consultants, city officials)Residential solar customers have very high customer acquisition costs - $2500/customer! Home Owner’s association – difficult to work with, because any one person can be stubbornChallenges with wind predictabilitySolar competition very strong, acceptance and finance options deeply engrained, fighting for same roof. A. Even though we were offering cheaper option, because everyone had heard about solar panels, this was more acceptable option for most homeownersSolarCity is able to have outreach because of in-house finance option, unique – other solar and wind companies don’t B. Many market players play different role in market, installations, lead gen, maintenance, ownership, finance
Due to many limitations with residential market for wind turbine applications – decided not right market
We decided residential not right market, What other alternatives?Lamp Posts – here’s why.Not making lamp posts, but retrofitting wind turbines on them.Move this to general lessons
Decided on installing product on city lamp post to saving the city electricity money because this is an urgent issue for citiesEven though cities struggle with budget expenses, cities can utilize grants and federal funding programs for capital investments such as wind turbinesMarket ideally suited for VAWT -> better value proposition over solar in this areaPremium placed on local electricity generation and cool aesthetic factor15 million street lights – total market (segment into available market,
Week 6 – ChannelsWhat we learnedNew customer segment -> cities instead of home-ownersRetrofit streetlights with VAWT, with faster payback period than alternatives and competitorsDecrease customer acquisition costChange relationship with City Council – need to get their approvalHOA not as powerful
Interviewed city staff members and utility commissioner to understand if they are interested in product (Assistant Director of Utilities,Purchasing Admin,Project Manager LED-Retrofit,Former City Council Member and Mayor)Came to understand city and its processes to see how to sell to city.City has long review process for project. Large projects need to fit under cities budget plan, which are planned out 2-5 years in advanceSaboteurs can include staff members or city residents who don’t want changeCity’s typically not interested in owning large amount of electrical generation assets, In CA, utilities also typically do not own their own generation units b/c of decoupling industry?Wind developer would own assets, potentially funded through investment bank or nontraditional sourcesDo we want to be manufacturer or wind developer?We will need to initially be the developer for initial pilot projects to prove concept works, before getting large amounts of investments to scale-up businessHigh liability to be developer b/c wind potential difficult to predictBusiness model that relies on cities to own asset is problem They don’t have the budgetConstantly evaluate your value prop
*come backCities would be more interested in financial option so they don’t need to have upfront costs, or carry asset.Lessons learned1. From our findings, in general, cities don’t want high upfront costsCity has long review process for project. Large projects need to fit under cities budget plan, which are planned out 2-5 years in advanceSaboteurs can include staff members or city residents who don’t want changeCity’s typically not interested in owning large amount of electrical generation assets, In CA, utilities also typically do not own their own generation units b/c of decoupling industry?Wind developer would own assets, potentially funded through investment bank or nontraditional sourcesDo we want to be manufacturer or wind developer?We will need to initially be the developer for initial pilot projects to prove concept works, before getting large amounts of investments to scale-up businessHigh liability to be developer b/c wind potential difficult to predictBusiness model that relies on cities to own asset is problem They don’t have the budgetConstantly evaluate your value prop
Lots of barriers to entry:Who will ultimately own product?Liability issuesHypothesis
We want to save the city moneyDeveloper can be us or other developerHowever, through traditional route of supplying electricity, which would involve developer, utilities, and then cities, we would just be supplying renewable electricity -> we’re not saving city money anymore
** put picture of timeline** pop up each segment
1. Pilot projects integral
We have customers!Pleased to find there are customers who really want our product.Search for pilot projects to develop product: Utility Marketing Services ManagerThese customers were very excited about our product and would want to pilot our product
Is not about the product is about the problemDon’t get married to productCustomer needs to be actively seeking solutionRegulations are major road stopper – need to understand, project requires new business modelGeneral stuff should go heree.g. start-ups are rollercoastersif you are not solving a major problem for a customer, it is much hardermust resegment or make things cheaperDon’t get married to a product(Is our current market/ customer segment viable?Don’t forget to brainstormSometimes you need to slow down to find alternativesNeed to take time to reflect on whether you are going in the right directionConsidered attaching wind turbine to existing devices including cell towers, light posts, ski resorts, (consider making icons pop up individually))
Pass/Fail criteria difficult to set, but important to validate businessTeam willingness to work outside comfort zone can make or break projectPpl are easy to talk to, but difficult to ask right questionsproject requires new business modelGeneral stuff should go heree.g. start-ups are rollercoastersif you are not solving a major problem for a customer, it is much hardermust resegment or make things cheaperDon’t get married to a product(Is our current market/ customer segment viable?Don’t forget to brainstormSometimes you need to slow down to find alternativesNeed to take time to reflect on whether you are going in the right directionConsidered attaching wind turbine to existing devices including cell towers, light posts, ski resorts, (consider making icons pop up individually))
** need to address whether viable project and whether we are continuing w/ projectWind loads that Light Poles can endureSafety Regulations for putting turbines upLiability of light pole accidents/turbineTotal availablemarketHow much electricity does the “city side” of a city use? How many turbines does that equal for us in a minimum wind speed of 4.5?How much money will that cost?Would cities be interested in a solar cityesque savings modelWhat allows us to compete with solar using the solar cityesque modelproject requires new business modelGeneral stuff should go heree.g. start-ups are rollercoastersif you are not solving a major problem for a customer, it is much hardermust resegment or make things cheaperDon’t get married to a product(Is our current market/ customer segment viable?)Don’t forget to brainstormSometimes you need to slow down to find alternativesNeed to take time to reflect on whether you are going in the right directionConsidered attaching wind turbine to existing devices including cell towers, light posts, ski resorts, (consider making icons pop up individually))