This document provides an overview of a hotel management company and its target market segments. It includes: - The company team and mission/purpose. - Market maps and problem analyses for small, medium, and large hotel chains. - Financial metrics like customer acquisition cost, lifetime value, and return on investment. - Target market definitions including total addressable market, serviceable obtainable market, market share, timing, and compound annual growth rate for various segments. - Analyses of potential target segments based on criteria like return on investment, barriers to entry, and customer acquisition cost. - Descriptions of key roles in hotel operations like the CEO, chief information officer, and housekeeping

1. Team:
Facility
Team members:
Luka Berger - CEO
Aljaž Ketiš - COO
Robert Tajnšek - CTO
David Jager - Android (native ninja hacker) developer
Jasmina Kosednar - Designer
ABC Accelerator

2. Mission/Purpose

3. Market timing
TAM
SOM

5. Mapping segments to problems
Inventory loss No control
Time
losses Information loss
Small chain (up to 10 hotels) 3 2 -1 0
Medium size (150-400) -luxury 1 2 0 1
Large size (400+) - luxury 1 1 1 0
Refferal Chain 1 1 0 0
Chain -1 0 1 -1

6. Problem map – graph
Inventory loss
No control
Time losses
Information loss
0
0.5
1
1.5
2
2.5
3
Small chain (up
to 10 hotels)Medium size
(150-400) -
luxury
Large size
(400+) - luxuryRefferal Chain
Chain
Market map
0-0.5 0.5-1 1-1.5 1.5-2 2-2.5 2.5-3

7. Financial cohort
• CAC = 2K
• LTV = 28800
• CHURN RATE = 5%
• ROI = 4 months
-2500
-2000
-1500
-1000
-500
0
500
1000

10. Target Market
Segment TAM SAM SOM Share (%) Timing CAGR
Target Market
1st
Segment
2nd
Segment
…
This tool will help you define and better understand segments in your target market. First fill out all fields as described below. Then fill out the grey "Targer market" area for each
column by summarizing the data for all the segments in that column.
TAM (Total Available Market) - Everyone you wish to reach with your product.
SAM (Serviceable Available Market) - The portion of TAMyou will target and reach based on your current business model.
SOM (Serviceable Obtainable Market) - The subset of your SAMthat you will realistically reach, particularly in the first few years of your business, based on practical limits of your
business model.
Share - The percentage of the industry or market's total sales that you will earn over a specified time period.
Timing - Delay after early adopters (the first segment) when this segment will become interested in your product.
CAGR (Compound Annual Growth Rate) - The year-over-year growth rate over a specified period of time, expressed as a percentage.
Target Market HEKOVNIK Startup School

11. Target Segment
Segment SAM SOM Share ROI LTV
Barriers to
Entry
Cmpetition Strategic CAC Price
PONDER
1st
Segment
2nd
Segment
…
Target Segment HEKOVNIK Startup School
This tool will help you choose the right segment in your market to focus on. Define ponder between 0(lowest) and 1(highest) based on how important each criteria is for you. In some
cases you can add or remove some criteria, depending on your startup's characteristics. Then fill out all fields for all of your segments. In the end multiply every value with ponder.
SAM (Serviceable Available market) - The Portion of Total Available Market you will target and reach based on your current business model.
SOM (Serviceable Obtainable Market) - The subset of your SAMthat you will realistically reach, particularly in the first few years of your business, based on practical limits of your business
model.
Share - The percentage of the industry or market's total sales that you will earn over a specified time period.
ROI (Return on Investment) - Divide the benefit (return) of an investment by the cost of the investment; the result is expressed as a percentage.
LTV (User Lifetime Value) - A prediction of the net profit attributed to the entire future relationship with a customer.
Barriers to Entry - Estimate the barriers to enter this segment and assign it a value between 1(lowest) and 10(highest).
Competition - Estimate the competition in this segment and assign it a value between 1(lowest) and 10(highest).
Strategic - Define a strategicvalue of the segment. Assign it a value between 1(lowest) and 10(highest).
CAC (Customer Acquisition Cost) - The cost associated in convincing a customer to buy a product/service.
Price - How much will it cost you to enter this market through this segment?
???????????????????
???????????????????

12. Segment Attributes
Attributes
Segments
Attribute No.1 Attribute No.2 Attribute No.3 Attribute No.4 Attribute No.n
Segmentname No.1 HowcanItrackit?
TargerCust.: TypicalCust.: TargerCust.: TypicalCust.: TargerCust.: TypicalCust.: TargerCust.: TypicalCust.: TargerCust.: TypicalCust.:
Segmentname No.2
Segmentname No.3
Market MapProblem HEKOVNIKStartupSchool

13. CEO
CMO CFO CIO
Head of
household
Maids Housekeepers Maintenance Reception
Small privetly owned Hotel

15. Influencer:
Housekeeping manager
Decision maker:
CEO
User:
Housekeepers
Maintenance
Receptionists
HK manager

16. Functional Technical
High HK MANEGER, CEO 2CIO
Low USERS

17. Housekeeping manager
Environment: Halls,
cleaning carts,
unsatisfied people;
Busy, with a lot of
tasks, has to know
everything about
rooms, guests
Surrounds her:
housekeeping staff,
recepptionist, ceo
Friends: housekeepers
(maybe). Probably none
Offers: cleaning
material, cosmetics
(for in room), flourist,
F&B distributor,
cleaning companies
Problems: lack of time, lots
of distractions, complaints
from guest (indirectly
throug reception),
complaints of employees,
lack of supplies
Friend/spouse say:
you work too much?
Who influences her:
housekeepers – w.
suggestions,
problems? CEO –
about operations
Media chanels:
internet, e-mail, hk
convencion
Really important to
her: no complaints
from guest, CEO not
nagging, know what
HK are doing
What moves her: her
fucking feet
What might keep her up:
to much work with too
little staff
Dreams and aspirations:
move up the ladder
Attitude: confident,
knows what she
does, has goals
What could she be
telling others: how to
do their jobs
She might think customers
are spoiled and sometimes
want too much things
Can't handle all the
tasks
To little timeNo control over hk,
maintenance
Want's to acchive good customer
satisfaction, because then CEO will
be pleased and she get approval
from him/her
She might want to acchive
getting in a good word with
CEO by doing reports and
analyitics

18. CEO
Environment: office,
talking with guests,
walking arround
hotel. Busy, with a
lot of tasks.
Surrounds her:
mostly reception,
front office
Friends:
Other ceo‘s?
Offers: distributors,
contruction
companies, software
Problems: lack of time, lots
of distractions, lots of
offerings, doesn‘t know
what‘s going on in hotel
Friend/spouse say:
you work too much?
Who influences her:
other CEO‘s
HK manager
Media chanels:
internet, e-mail,
hotel magazines
Really important to
her: no complaints
from guest, what
operations is doing
What moves her:
money
What might keep her up:
poor sales, unhappy
customers
Dreams and aspirations:
be the most succsesful
hotelier
Attitude: knows
everting, big ego?
What could she be
telling others: how to
do their jobs
She might think staff
doesn‘t do their job
properly
Can't handle all the
tasks
To little timeNo control over
hotel operations
Want's to acchive good customer
satisfaction, higher revenue, higer
booking number is meassure of
success.
Strategy: better service,
brings higher guest
satisfaction, brings more
guests.

19. CIO
Environment: office,
computer, hotel,
server room,
Surrounds her:
people working in IT
department
Friends:
?
Offers: software,
wireless, servers, ip
tv, ip phone etc.
Problems: programs not
working, getting calls from
users, hardware not
working
Friend/spouse say:
You really know
computer stuff 
Who influences her:
internet
Media chanels:
internet, e-mail, IT
magazines
Really important to
her: programs
working – as little
support needed, the
better
What moves her:
technology
What might keep her up:
software not working,
users nagging
Dreams and aspirations:
be the CIO of bigger
department
Attitude: I know
everything about IT
What could she be
telling others: how to
use programs/what are
they doing wrong
She might think staff
doesn‘t use softwware in a
right way
Software
malfunction
To little timeHardware
malfunction
I‘ve created the possibilty for users
to do their job easily. I gave the
CEO the data. It‘s a personal win
for me.
Strategy: I am the one who
brings good IT sollutions into
the company.

20. Glavni izvršni direktor
Izvršni direktor za
nabavo in tehni ni
sektor
Vodja
operative
resorta
(Metropol)
Direktor
pravno
splošnega
sektorja
Direktor
tehni nega
sektorja
Direktor
sektorja
informacijske
tehnologije
Izvršni direktor za
marketing in prodajo
Direktor
sektorja financ
in
ra unovodstva
Direktor
kadrovskega
sektorja
Poslovna sekretarka glavnega
izvršnegadirektorja
Vodja
operative
resorta
(St. Bernardin)
Vodja
operative
resorta
(San Simon)
Vodja operative
resorta
(Salinera &
Hotel Piran)
Upravni odbor Prokurist
Izvršni direktor
operative
Direktor
sektorja
nabave
Pomo nik glavnega izvršnega
direktorja za finance in posebne
projekte
Direktor sektorja za kontroling,
plan,analizeininternorevizijo
Direktor sektorja korporativnega
komuniciranja
Direktor
sektorja
prodaje
Pomo nik izvršnega
direktorja za operativo

22. Kontroling – pokazati ogledalo da
dejansko ne vedo kaj se dogaja

23. • Controling – get insight what operations is doing
• Head household, head reception – faster, efficient
communication
• CEO – higher guest satisfaction (less mistakes on
operational leve)
• Benefiti za CIO – you will give the employees a
tool which will make their work easier.For your
CEO you will provide key analitics

24. Manjši hoteli
• Gatekeeper/influence maker + user –
houskeeping manager
• Decision maker - CEO

25. Receptionist needs to make calls
to know if the room si ready.
Receptionist needs to make calls,
HK needs to go from HK to HK to
gather information. Guests are
waiting
Operations staff gets an APP
(Facility) on smart devices.
Every task, information is
communicated faster. Instant real-
time information on front-desk
Managers know what is going on in a
hotel and can make changes
Guests don‘t wait, guest
satisfaction increases