Definingtheopportunitymodified 141127015140-conversion-gate02
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This document discusses two types of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are identified by observing an unmet customer need or problem in the market. Knowledge-push ideas arise from new technologies or capabilities. The document provides guidance on evaluating each type of idea. For demand-pull ideas, it recommends using tools to benchmark the idea against other solutions and improve it. For knowledge-push ideas, it suggests using a technology/application matrix to compare commercial applications for the new technology. Both types of ideas then undergo further market testing and evaluation.
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Defining the opportunity modified
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides frameworks for evaluating each type of idea and reality-testing assumptions through further research.
Defining the opportunity 2013
This document discusses the two main sources of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are based on observing an unmet market need, while knowledge-push ideas arise from new technologies. The document provides examples of both, including an entrepreneur who developed a software system to improve unreliable courier services (demand-pull) and a professor who discovered blood vessels' helical shape, leading to applications in stents and fluid flow (knowledge-push). Depending on whether the idea is demand-pull or knowledge-push, the document suggests different pathways for further evaluating and developing the idea.
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i. The document discusses improving counseling for students considering entrepreneurship by better understanding their strengths and weaknesses. It suggests educational systems should embrace scientific inventions to create businesses and jobs.
ii. Two ideas are selected for further development: 1) A tool to accurately predict technology needs and skills shortages to help prepare curriculum and placements. 2) A "Sciencestore" marketplace platform for science students to sell inventions and ideas, encouraging entrepreneurship without business experience.
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The document outlines a six-stage process for generating and evaluating business ideas: 1) observing problems, 2) defining problems, 3) generating solutions, 4) synthesizing ideas, 5) evaluating ideas, and 6) implementing solutions. Each stage involves a different "mindset" such as explorer, detective, artist, engineer, and judge. The process is designed to help teams systematically develop ideas and choose the best ones by assessing multiple concepts against the same criteria.
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Defining the opportunity modified
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides frameworks for evaluating each type of idea and reality-testing assumptions through further research.
Defining the opportunity 2013
This document discusses the two main sources of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are based on observing an unmet market need, while knowledge-push ideas arise from new technologies. The document provides examples of both, including an entrepreneur who developed a software system to improve unreliable courier services (demand-pull) and a professor who discovered blood vessels' helical shape, leading to applications in stents and fluid flow (knowledge-push). Depending on whether the idea is demand-pull or knowledge-push, the document suggests different pathways for further evaluating and developing the idea.
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Prototypetest
i. The document discusses improving counseling for students considering entrepreneurship by better understanding their strengths and weaknesses. It suggests educational systems should embrace scientific inventions to create businesses and jobs.
ii. Two ideas are selected for further development: 1) A tool to accurately predict technology needs and skills shortages to help prepare curriculum and placements. 2) A "Sciencestore" marketplace platform for science students to sell inventions and ideas, encouraging entrepreneurship without business experience.
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An industry association called MicroMan initially proposed forming an Industry Competence Centre (MCC) to support R&D, education, networking, and commercialization for its members. However, a survey found that large companies were unwilling to outsource core R&D due to intellectual property concerns and timelines. Additionally, not enough quality projects or investment could be secured. MicroMan then abandoned the MCC plan and instead partnered with University College Dublin on an existing engineering project, redefining work packages to emphasize industrial needs. Industry partners combined skills to optimize a mold's design and flexibility, then manufactured the mold, allowing UCD to further optimize data generation and capabilities.
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The document summarizes an engineering with management program that aims to develop both technical and business skills. It outlines the core areas covered in each year of study, including engineering themes like mathematics and mechanics, as well as management themes like accounting and project management. Graduates will be prepared for a wide range of careers in fields like consulting, product design, manufacturing, and engineering management due to their blended technical and business skills.
Tse idea generation_ evaluation_2014
The document outlines a six-stage process for generating and evaluating business ideas: 1) observing problems, 2) defining problems, 3) generating solutions, 4) synthesizing ideas, 5) evaluating ideas, and 6) implementing solutions. Each stage involves a different "mindset" such as explorer, detective, artist, engineer, and judge. The process is designed to help teams systematically develop ideas and choose the best ones by assessing multiple concepts against the same criteria.
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Research methods can help businesses answer three important questions: what product or service to offer, what price to set, and which customers to target. Both qualitative and quantitative research methods are discussed in the document. Qualitative methods like focus groups and interviews help generate ideas for product features while quantitative methods like conjoint analysis and pricing simulations help narrow features and determine optimal pricing. The document provides examples of how different research methods can be used together to develop, optimize, and price new products.Tse design rights_2014
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3) Employing techniques like conjoint analysis and pricing simulations to determine customer preferences for different product attributes, optimize the product design, and set the optimal price point.Tse value chain_2014 (1)
The document discusses value chains and value-added activities. It defines a value chain as showing the process needed to bring a product to customers. Value-added activities increase a product's worth by enhancing features, visibility, availability, prestige, trust, compatibility or support. Complementary assets like brands, distribution or skills are also important. A value chain analysis identifies a company's position, opportunities with other players, and consequences for the business model. Power in the chain comes from control over complementary assets and ability to choose partners or compete directly. The analysis examines suppliers, buyers, potential entrants, substitutes and industry rivals to understand competitive dynamics.
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Defining the opportunity playground version
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides tools to evaluate each type of idea and reality-test assumptions through market research and value chain analysis.
Defining the opportunity modified
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas arise from observing an unmet customer need or solving an unsolved problem. Knowledge-push ideas arise from developing a new technology and then finding suitable commercial applications for it. The document provides examples of both types of ideas and advises entrepreneurs on evaluation tools to use depending on whether their idea is demand-pull or knowledge-push. It stresses the importance of reality-testing assumptions through market research.
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The document discusses the two main sources of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are based on observed market opportunities, such as problems encountered by customers. Knowledge-push ideas are based on new technologies or capabilities. The document provides examples of each type of idea and suggests tools to further evaluate and develop ideas depending on their source.
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J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
Research methods can help businesses answer three important questions: what product or service to offer, what price to set, and which customers to target. Both qualitative and quantitative research methods are discussed in the document. Qualitative methods like focus groups and interviews help generate ideas for product features while quantitative methods like conjoint analysis and pricing simulations help narrow features and determine optimal pricing. The document provides examples of how different research methods can be used together to develop, optimize, and price new products.Tse design rights_2014
Registered design rights can protect the appearance of a product through its shape, color, texture, and ornamentation. An unregistered design right arises automatically in Europe but is not always easy to enforce, while a registered design provides longer and stronger protection at a low cost. Key aspects of a registered design right include protecting novel designs with eye appeal through a monopoly right, a registration process at a patent office, exclusions for functional features, a duration of 25 years renewable in 5-year periods, and ownership by the author or employer. Registered designs can be as useful as patents when a product's appearance is strongly linked to its functionality.
Tse value chain_2014 (1)
The document discusses value chains and value-added activities. It defines a value chain as showing the process needed to bring a product to customers. Value-added activities increase a product's worth by enhancing features, visibility, availability, prestige, trust, compatibility or support. Complementary assets like brands, distribution or skills are also important. A value chain analysis identifies opportunities and challenges with other players. It is important to understand where power lies in the chain and whether building own assets or partnering is best. The example of Innobev analyzes its beverage idea's value chain, finding retailers and brewers hold power and the venture's position is currently too weak, requiring more thinking.
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Tse entrepreneurial market_research_2014
Entrepreneurial market research involves speaking to "preferred witnesses" like customers, suppliers, consultants to discover information about potential markets in a short period of time with limited resources. The document provides guidance on identifying witnesses, structuring interviews to understand customer needs, pain points, decision makers, and determining market potential. It emphasizes discovering whether there is a real problem a venture can solve, establishing a win-win proposition, and interpreting information to assess market segments and further validate assumptions.
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
The document discusses various quantitative and qualitative research methods that can be used to support product development, including:
1) Conducting qualitative research such as focus groups and interviews to generate a list of potential customer needs and product features.
2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and pricing simulations to determine customer preferences for different product attributes, optimize the product design, and set the optimal price point.Tse value chain_2014 (1)
The document discusses value chains and value-added activities. It defines a value chain as showing the process needed to bring a product to customers. Value-added activities increase a product's worth by enhancing features, visibility, availability, prestige, trust, compatibility or support. Complementary assets like brands, distribution or skills are also important. A value chain analysis identifies a company's position, opportunities with other players, and consequences for the business model. Power in the chain comes from control over complementary assets and ability to choose partners or compete directly. The analysis examines suppliers, buyers, potential entrants, substitutes and industry rivals to understand competitive dynamics.
Tse value network_2014
A value network shows how value is created through cooperation and exchanges between members of a network, rather than through linear supplier-customer relationships. It highlights interdependence between members and how they can pool complementary resources to satisfy customer needs. Value networks are particularly relevant for 'new economy' businesses in industries like ICT where no single firm controls all aspects of the business. Analyzing a company's potential value network can provide insights into cooperation opportunities and how to design business models that create value for all network participants.
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The document discusses various sources of capital for entrepreneurs, including internal sources like cash flow and reinvested profits, and external sources like debt, equity, subsidies, and strategic partners. It focuses on external equity sources, explaining the differences between angel investors, venture capital firms, and different types of venture capital funds. The document provides guidance on determining the appropriate funding strategy based on a venture's stage of development, complexity, cash needs, and the entrepreneur's bargaining power. It discusses how to obtain debt financing from banks and through leasing, as well as government support programs.
Final version empathic design v2
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This document discusses various pricing strategies and concepts, including cost-plus pricing, value pricing, and economic value to the customer (EVC). Cost-plus pricing involves determining costs and adding a markup percentage, but it does not consider customer perceived value. Value pricing is based on the product's value to the customer. EVC analysis aims to objectively quantify the value customers receive from product attributes compared to alternatives. The document provides examples and guidelines for applying these pricing strategies, especially using market testing and research to inform price setting.
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This document discusses market segmentation, targeting, and positioning strategies used in films. It provides examples of how Transformers films target specific age groups and car brands, while The Lego Movie takes a broader, undifferentiated approach. Effective segmentation involves dividing the market into relevant groups and developing tailored strategies. Targeting focuses marketing efforts on specific segments, while positioning influences consumer perception of a brand relative to competitors.
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Tse copyright 2014
Copyright protects original creative works such as literature, art, music, and software by giving the creator exclusive rights over the reproduction and distribution of their work. There are two types of copyright - the material right, which can be transferred and assures economic compensation, and the moral right, which remains with the creator and protects the integrity and attribution of their work. Copyright arises automatically when a work is created and provides protection under law for a set duration of time without any registration required.
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Cuadro legislacion penal
El documento compara el sistema penal de responsabilidad de adolescentes según la Ley Orgánica para la Protección de Niños, Niñas y Adolescentes de Venezuela. Explica que los niños menores de 12 años no tienen responsabilidad penal mientras que los adolescentes de 12 a 18 años sí la tienen. Detalla varios delitos como tortura, trato cruel, trabajo forzoso y sus respectivas penas. Finalmente describe delitos como explotación sexual, abuso sexual y venta de fuegos artificiales a menores con sus sanciones penales.
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J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
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The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides tools to evaluate each type of idea and reality-test assumptions through market research and value chain analysis.
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Passion for Education: Teaching requires a genuine passion for education and a desire to make a positive impact on students' lives. Ask yourself if you enjoy working with young people, if you find joy in helping others learn, and if you have a genuine interest in the subjects you would like to teach.
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Patience and Adaptability: Teaching can be challenging, so it's important to be patient and adaptable. Students come from diverse backgrounds and have different learning styles and abilities. As a teacher, you need to be patient, understanding, and willing to adapt your teaching methods to meet the needs of individual students.
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Impact and Influence: Teaching offers the opportunity to make a lasting impact on students' lives. As a teacher, you have the power to inspire, motivate, and empower students. The ability to shape young minds and help students reach their full potential can be incredibly rewarding.
Challenges and Rewards: Teaching can be both challenging and rewarding. It requires dedication, resilience, and the ability to handle various responsibilities such as lesson planning, grading, classroom management, and addressing individual student needs. However, the joy of seeing students grow, learn, and succeed can make it all worthwhile.
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This is a presentation I gave to a number of university administrators in The Republic of Georgia who are interested in building capacity in technology commercialization.
Tcm Workshop 1 Technology analysis
This document outlines the agenda and content for a workshop on technology commercialization. It introduces the Innovation SPACETM technology commercialization model, which consists of 6 phases from concept to domination. Phase 1, the concept phase, includes discovering if a new technology or product is unique, technically feasible, and has market needs. Step 1 of this phase is a technology analysis to determine these attributes. The document then discusses key questions for the technology analysis, common innovator delusions, an example value proposition canvas, and frameworks for mapping innovations and prioritizing projects based on attractiveness vs. effort required.
Startups: Accelerating Ideas to Prototypes
Learn the steps to turn ideas into prototypes effectively.
Why to follow the steps?
- Efficiently transforms abstract concepts into tangible prototypes.
- Provides a solid platform to build products and launch in the market.
- Enhances the probability of high success in a short span of time.
- Attract investors and stakeholders.
- Saves time, money, and resources.
Agility Experienced. Success Realized.
The event NewCo Boston was held on on April 26 2016. This presentation was delivered by Joe Kinsella, the founder & CTO of CloudHealth Technologies.
http://bos.newco.co/2016-schedule/
Agility Experienced. Success Realized - 042516
CloudHealth Technologies is a company where employees are able to challenge themselves and achieve success, while doing something meaningful and having fun at the same time. Less than 4 years ago, CTO and Founder, Joe Kinsella began brainstorming the concept of of a platform, CloudHealth, with nothing more than a laptop and the cloud. Today, CloudHealth Technologies is one of Boston's fastest growing tech companies, delivering the industry's most comprehensive cloud service management platform, as recently recognized by MassTLC as the most innovative cloud technology of the year.
Gain insider knowledge from Joe on how to implement an agile process that takes an initial concept and turns it into a viable technology resulting in dramatic growth and a successful company. In this session, Joe discusses his personal journey, experiential learning, and the related success that comes from a team of passionate employees with a genuine focus on dynamic interactions between groups and departments.
Tapping into The Business of Science - Idea Generation - Finding Partners
Tapping into the Business of Science with Michelle Przedwiecki and Robert Braathe of Braathe Enterprises
Chapter 2 entrepreneurship (lecture 2)
The document outlines the 5 main steps in the entrepreneurial process: 1) discovery, 2) concept development, 3) resourcing, 4) actualization, and 5) harvesting. It describes each step, including generating ideas, writing a business plan, acquiring resources, operating the business, and deciding on future plans. The document also discusses identifying opportunities, developing an innovative concept, and some of the challenges entrepreneurs may face like stress from risk, long hours, and balancing work and family commitments.
Tcm step 1 technology analysis
This document outlines a technology commercialization model with 18 steps organized into 6 phases: Concept, Creation, Design, Deployment, Delivery, and Domination. Step 1 is a Technology Analysis which involves determining if a product is new, unique, technically feasible, and offers advantages over existing solutions. Key questions for Step 1 include researching patents, technologies, and assessing the product's benefits compared to existing solutions. The document also discusses technology adoption curves, disruptive innovations, and mapping products on an innovation matrix based on their technology capabilities and business models.
Women in Innovation - My Innovation: describing what I am applying for
The award is for innovators looking to scale up and grow their innovative company or to carry out an innovative project. In this workshop, we will discuss how to:
- Scope the project that you are looking to get funded
- Present your value proposition
- Describe it in the context of your ambitions to grow and scale your business
- Articulate the benefits you will gain from the non-financial support available
Start ed event_july_24th_2019
Are you an early-stage or mature technology company looking to create a go-to-strategy that is both market-relevant and customer-centric? Read this to learn how LIFE3 is applying agile principles & practices, and design thinking to help software technology companies to develop a rapid, cost-effective strategy for releasing customer-centric, market-relevant products into market.
Opportunity Discovery Process
This document outlines SBI's opportunity discovery process (ODP). The process involves creative brainstorming to generate new business and research opportunities, followed by clustering and screening of ideas. Ideas are evaluated against criteria like market potential, strategic fit, and technical feasibility. Top opportunities are selected and refined for further development. The goal is to incubate new opportunities through a structured, multidisciplinary process of identifying customer needs, trends, and technologies.
Murray Slides
This document discusses key concepts in technology strategy for startups. It addresses questions around value creation and value capture. Specifically, it discusses:
1) Whether a scientific idea has economic potential and how to determine a technology's value proposition for customers.
2) The importance of considering competition and having strategies to capture value such as intellectual property protection, secrecy, speed, and lock-in.
3) How the business model mediates between technical and economic domains by defining the market, value proposition, value chain, costs, and competitive strategy.
Similar to Definingtheopportunitymodified 141127015140-conversion-gate02 (20)
Tapping into The Business of Science - Idea Generation - Finding Partners
Tapping into The Business of Science - Idea Generation - Finding Partners
Women in Innovation - My Innovation: describing what I am applying for
Women in Innovation - My Innovation: describing what I am applying for
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Business model financial viability 2013
This document discusses assessing the financial viability of a business model early in the process. It provides tools and frameworks for evaluating three key components: market scale, breakeven analysis, and return on investment. Breakeven analysis involves estimating costs, volume needs, and pricing to cover costs. Return on investment considers the financial returns needed to compensate for the risks to the entrepreneur. The document also discusses differences in assessing financial viability for a product market versus a technology market focused on licensing or acquisition.
Designing services
The document discusses services and how to design great customer experiences. It notes that 70.2% of the UK economy is services-based. Services are described as "products of economic activity that you can't drop on your foot." There are various types of services, including traditional, professional, public, and complex systemic services. When designing services, it is important to observe customers, involve staff in the design process through co-creation, and test and refine the service through implementation and measurement. Service design uses tools like blueprinting to map out the customer journey and touchpoints of a service. Effective blueprinting involves identifying the service process and customer segment, picturing the experience from the customer perspective, and linking contact activities with evidence of
Tse financial viability of a business model 2014
This document discusses assessing the financial viability of a business model early in the entrepreneurial process. It provides the following key points:
- Conducting an early assessment of pricing, costs, and volumes is important to determine if the business can cover costs and achieve profitability. This helps identify if outside investment is needed.
- For a business to be feasible, the financial model must show the business will earn more than it invests. Assessing financial viability early allows entrepreneurs to adopt an investor mindset and qualify financial objectives.
- Financial viability depends on whether the business intends to enter the market for products (selling goods) or the market for technology (licensing technology). Key questions address whether returns compensate for risks
Tse bus model_teece_analysis_2014
The document discusses the Teece model and Clarysse's Entrepreneurial Strategy Matrix for assessing entrepreneurial strategies. The Teece model assesses the protectability of a business idea and the ease of accessing complementary assets needed to bring the idea to market. It evaluates whether independent market entry or a cooperative partnership strategy is better. Clarysse's matrix builds on this by also considering whether a market for products or technologies is more suitable and what resources will be required for different strategies. Examples are provided to illustrate applying the models. The models help determine a viable business strategy by assessing threats to an idea's protectability and access to needed complementary assets.
Tse other protection_mechanisms_2014
This document discusses alternative mechanisms for protecting intellectual property besides patents when patents are not available or appropriate. These include trade secrets, complexity and tacit knowledge, and speed to market. Trade secrets can protect ideas as long as they remain secret within a company. Complexity and tacit knowledge protection may come from a venture being too difficult to imitate due to its complex, interrelated nature. Speed to market involves capturing attention and share quickly before competitors through novel strategies like open licensing models or compelling solutions to customer problems.
Tse trademarks 2014
Registered trademarks protect brands and distinguish the goods or services of one business from others. Trademarks must be distinctive, not conflict with existing marks, and can be registered in different countries or territories. Examples of trademarks include logos, product names, shapes, sounds, and smells. In the UK, trademarks are registered with the patent office and provide indefinite protection if renewed every ten years, with the registered proprietor owning the rights.
Tse patents 2014
A patent provides a limited-time monopoly for novel, inventive, and industrially applicable ideas. To receive a patent, one must fully disclose their idea to the relevant patent office. Patents last for 20 years and only protect the functional aspects of an invention, not its appearance. The requirements for patentability include that an idea be new, non-obvious, and capable of industrial use. Disclosing an idea publicly before filing can prevent it from being patented. The European Patent Office allows filing a single application covering multiple countries. International patents via the PCT system provide an initial filing covering over 100 countries.
Tse appropriability overview-2014
The document discusses the concept of "appropriability", which refers to the legal and economic conditions that affect a venture's ability to operate and protect its revenues and market share. It includes two components: protectability, or the ability to prevent copying, and freedom to operate, or the ability to execute an idea without infringing others' rights. The document provides an overview of different types of intellectual property protections including patents, copyrights, trademarks, and secrecy; it also discusses assessing a venture's appropriability regime and strategy.
Tse entrepreneurial market_research_2014
Entrepreneurial market research involves speaking to "preferred witnesses" like customers, suppliers, consultants to learn about target markets with limited time and resources. This research falls between exhaustive research and going in blind. You should identify potential product/market segments and find 3-5 organizations in each to learn their needs, pain points, decision makers, and potential for your solution. The goal is to validate assumptions and focus your approach in an efficient way. You should discover the level of need, potential for a win-win proposition, and decision processes in each segment. This research will help refine your business concept before committing extensive time and money.
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
The document discusses various quantitative and qualitative research methods that can be used to support product development, including:
1) Conducting qualitative research such as focus groups and interviews to generate a list of potential customer needs and product features.
2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and price sensitivity meters to determine customers' willingness to pay for different product attributes and identify the optimal pricing.
4) Segmenting the market and developing tailored products or portfolios to meet the needs of different segments.Tse entrepreneurial market_research_2014
Entrepreneurial market research involves speaking to "preferred witnesses" like customers, suppliers, consultants to discover information about potential markets in a short period of time with limited resources. The document discusses identifying witnesses for different product/market segments and collecting qualitative data from discussions. It emphasizes discovering customer needs, the potential for a win-win proposition, and decision-making structures in different segments. The goal is to evaluate segments and focus on those with the best fit for further development.
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
The document discusses various quantitative and qualitative research methods that can be used to support product development, including:
1) Conducting qualitative research such as focus groups and interviews to generate a list of potential customer needs and product features.
2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and monadic price testing to help determine customer preferences for different product attributes and identify optimal pricing.
4) Segmenting the market and developing tailored products or portfolios to meet the needs of different segments.Tse trend analysis_2014
The document discusses trend analysis and desktop research for entrepreneurs. It describes trend analysis as a way to identify customer needs and potential markets. It recommends using PEST analysis to observe trends in politics, economics, social factors, and technology. The document provides examples of each type of trend and suggests resources for desktop research. It describes how trend analysis can help entrepreneurs identify business opportunities, applications for existing products, and ways to refine innovations to meet market needs.
Tse focus groups_2014
Focus groups involve a small group of 6-10 participants selected from the target market discussing their opinions and emotional responses to a new product or topic under the guidance of a trained moderator. They provide qualitative feedback to help businesses understand consumer perspectives, identify new opportunities, and improve products before full launch. However, focus group results may not be fully representative and participants may feel social pressure to conform or be more favorable than real purchase behavior.
Tseblueoceanstrategymodified2014 141127122431-conversion-gate02-150205073350-...
Tseblueoceanstrategymodified2014 141127122431-conversion-gate02-150205073350-...Valeryia Kazheunikava
1. The document discusses the concept of "blue oceans" which refers to uncontested market spaces not yet explored by competitors. It contrasts this with "red oceans" which represent existing competitive markets.
2. It provides the example of Australian wine company Casella Wines which sought to enter the crowded US wine market through a blue ocean strategy.
3. Casella analyzed the competitive factors in the US wine industry such as price, labeling, marketing, aging etc. and created an "industry strategy canvas".
4. Casella then eliminated non-value adding factors, reduced others, raised some factors and created new ones to appeal to new wine drinkers rather than connoisseurs.Tse financial planning_2014
A financial plan or model projects a venture's financial position over time based on assumptions in financial statements like income, expenditure, cash flow, and balance sheet. It estimates the venture's value, cash needs, compares alternatives, and provides information for investors. Creating a financial plan involves forecasting revenues and costs, timing of cash flows versus profits, and financing needs to evaluate the venture's prospects.
Tse blue ocean_strategy_modified2014
The document discusses the concepts of "Red Oceans" and "Blue Oceans" in business. It provides examples and tools to help find "Blue Oceans", or new market spaces with uncontested demand.
Specifically, it summarizes how the Australian wine company Casella Wines was able to break into the crowded US wine market by creating a "Blue Ocean". They mapped the existing competitive factors wine producers competed on (price, packaging, marketing etc.) and eliminated or reduced competing on those factors. Instead, they raised and created new factors like ease of purchase and an image of fun and adventure to attract new wine drinkers, carving out a new, uncontested market space. This approach led
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Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
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二.真实使馆公证(即留学回国人员证明,不成功不收费)
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四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
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2:同时对留学生所学专业登记给予评定
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7:个人信誉贷款加10分
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【业务选择办理准则】
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy Visa
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
13 Jun 24 ILC Retirement Income Summit - slides.pptx
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
一比一原版美国新罕布什尔大学(unh)毕业证学历认证真实可查
永久可查学历认证【微信：A575476】【美国新罕布什尔大学(unh)毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Definingtheopportunitymodified 141127015140-conversion-gate02
- 1. Defining the Opportunity Innovation, Entrepreneurship & Design Toolbox © Imperial College Business School
- 2. an observed market opportunity new technology/capability ”demand-pull idea” VS ”knowledge-push idea” © Imperial College Business School A business idea: two sources
- 3. • A currently unsolved problem is spotted: It could be personal or friends’ experiences or observation in the news or in current trends ...Often referred to as ‘customer pain’ or an unmet demand Example: students suffer from crooked back © Imperial College Business School If demand-pull idea
- 4. © Imperial College Business School 4 • Study of reasons behind the problem: Carrying heavy books
- 5. • Conceivement and development of a solution (product/service) • The solution might incorporate technology, but the technology solution is created and tailored specifically for the problem. © Imperial College Business School 5
- 6. • A new discovery or a new technical capability with many possible applications is made/developed Also known as a ‘platform technology’ • A suitable commercial application is identified Find the most compelling industry/market likely to need or adopt the new technology at an early date – find a problem to solve! © Imperial College Business School If technology-push idea
- 7. © Imperial College Business School 7 • Development of the raw technology further to deliver the envisioned applications develop for “Market readiness” • Once the technology is sufficiently developed, the inventor/entrepreneur start-up can either: 1. Manufacture its own products using the technology, and sell them to customers 2. License the protected tech to other companies, which will develop and sell their own products using the technology 3. Sell the start-up company, with its Intellectual Property and its highly specialised managers and staff (‘human capital’), to another (usually larger) company If technology-push idea
- 8. Demand-pull ideas usually go into the market for products Make products/services and sell directly to customers Knowledge-push ideas may end up in either The market for products or the market for technology © Imperial College Business School
- 9. If you have a demand-pull idea Go to ‘Idea generation and evaluation’ exercise in the IE&D Toolbox • benchmark your idea against other solutions • Improve your idea If you have a knowledge-push idea Go to the ‘Technology/Application Matrix’ in the IE&D Toolbox • Compare and evaluate commercial applications Afterwards you can further reality-test your assumptions and conclusions using Entrepreneurial Market Research and Value Chain/Value Network analysis. © Imperial College Business School
- 10. © Imperial College Business School Two possible journeys... Your Idea/Project Did you start with a problem or a technology/capability? Idea Generation and evaluation Technology/Application matrix Entrepreneurial Market Research Value Chain/Network analysis Knowledge push caseDemand-pull case Evaluate, improve Evaluate, choose Reality -test Reconsider? Reconsider?
- 11. Clarysse, B. and Kiefer, S., 2011. The Smart Entrepreneur. London: Elliot & Thompson, Ch. 1. © Imperial College Business School Further reading