The document summarizes a business model canvas for a startup called FoodSwap that aims to connect foodies who want to share and discover food they love. It outlines key partners like foodie influencers and community leaders, key activities like developing a sharing platform and providing starter kits, and the value provided of allowing users to share and discover food. The target customer segments are identified as any foodies interested in sharing food with others.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
The document describes a computational study conducted by Ignasi Buch to model the binding process of the ligand benzamidine to the enzyme bovine beta-trypsin. Hundreds of all-atom molecular dynamics simulations were performed to simulate the free ligand binding. The data was analyzed using a Markov state model to describe the system as a network of conformational substates and transitions between them. This allowed quantitative prediction of experimental binding kinetics and a qualitative description of the binding mechanism.
The document discusses prototyping and provides examples of different types of prototypes including paper prototypes, digital prototypes, storyboards, role plays, and space prototypes. It explains that prototyping is used to make ideas tangible and test reactions from users in order to gain insights. Prototypes should be iterated on and fail early to push ideas further and save time and money. Both low and high fidelity prototypes are mentioned as ways to test ideas at different stages of the design process.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
A talk I gave at CoThinkTank11 about design thinking and social business innovation. I argued that we need to focus less on rhetoric and more on building practical tool that help people learn to innovate.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
The document describes a computational study conducted by Ignasi Buch to model the binding process of the ligand benzamidine to the enzyme bovine beta-trypsin. Hundreds of all-atom molecular dynamics simulations were performed to simulate the free ligand binding. The data was analyzed using a Markov state model to describe the system as a network of conformational substates and transitions between them. This allowed quantitative prediction of experimental binding kinetics and a qualitative description of the binding mechanism.
The document discusses prototyping and provides examples of different types of prototypes including paper prototypes, digital prototypes, storyboards, role plays, and space prototypes. It explains that prototyping is used to make ideas tangible and test reactions from users in order to gain insights. Prototypes should be iterated on and fail early to push ideas further and save time and money. Both low and high fidelity prototypes are mentioned as ways to test ideas at different stages of the design process.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
A talk I gave at CoThinkTank11 about design thinking and social business innovation. I argued that we need to focus less on rhetoric and more on building practical tool that help people learn to innovate.
Before your idea can grow into a startup, it has to pass a few sniff tests. Is there a demand for what you’re creating? What resources will you need to make your idea come to life? Boundless co-founder and CTO Aaron White will be on hand to give you all the info you need to make your idea ready for the rigors of startup life.
Transparencias de la presentación en la XGN sobre el uso del Business Model Canvas para modelar un negocio de forma comprehensiva sin hacer un gran esfuerzo.
The document is about the Lean Startup methodology. It discusses how the Lean Startup focuses on quickly learning whether ideas are valid through a process of developing minimum viable products, measuring how real customers respond, and iterating rapidly. The Lean Startup aims to increase the chances of success for startups by applying lean principles to entrepreneurship, focusing on customer satisfaction, creating a learning organization, and getting out of the office to directly observe customers.
This document provides an introduction and overview of Rafael Balbi and his work in lean startup methodology. It summarizes his background conducting over 200 workshops globally in 2013 to teach lean startup principles. It also outlines some of the key lean startup concepts like minimum viable products, customer development, and the build-measure-learn loop for rapidly iterating products based on customer feedback. The goal is to advance the science of entrepreneurship through experimentation and validated learning.
The document provides an introduction to lean startup principles. It discusses that the goal of lean startup is constant learning through experiments to validate assumptions and mitigate risks. It emphasizes starting with the riskiest assumptions and outlines the lean startup process of building, measuring, and learning. Various lean startup tools are mentioned, like validated learning canvases and business model canvases to visualize plans. Key definitions covered include minimum viable product, pivoting, continuous improvement, and innovation accounting.
The document outlines key aspects of a business model such as value propositions, customer segments, channels, and revenue streams. It discusses delivering value to customers through facilitating creative expression and public discussion via both physical spaces and online platforms. The business aims to satisfy customer needs like normalized consumers and alienated outsiders by helping facilitate random expressive flows and journeys.
This document discusses key questions about business models including: who are our key partners, what value do we deliver to customers, what problems are we helping customers solve, what costs are inherent in our business model, and for what value are customers willing to pay. It examines the customer segments a business seeks to reach, the channels used to reach customers, and how revenue streams contribute to overall business revenues.
This document discusses using a business model canvas to develop business models. It provides an example of developing a business model to sell freezers to Inuit families in the Arctic who no longer have natural ice available due to climate change. The example discusses potential value propositions, customer segments, channels, customer relationships, revenue streams, key activities, key resources, key partners, and cost structure for this business model.
The document outlines the Business Model Canvas, a strategic management template used to describe, design, challenge, and pivot business models. It contains nine blocks that describe key parts of a business model: key partners, key activities, value propositions, customer relationships, customer segments, key resources, channels, cost structure, and revenue streams. An example is provided that maps these elements for the online photo sharing platform Flickr, owned by Yahoo.
The document discusses business model canvases and business plans. It provides an agenda for discussing Boost Turku, business model vs business plan examples, and tools for startups. The remainder of the document consists of a template for a business model canvas, which is a visual chart used to develop potential business models by describing key elements including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
The document outlines key aspects of a business model canvas template, including identifying key partners, key activities, value propositions, customer relationships, customer segments, channels, revenue streams, key resources, costs, and value for customers. It provides prompts and questions to help map out the various components of a business model.
Lecture on Business Model Generation @ Zeppelin UniversitySebastian Fittko
This lecture was part of the entrepreneurship workshop at Zeppelin University, Friedrichshafen on September 29th 2012.
Big thanks to the great students an co-lecturer Benjamin Rohé, Andreas Jurgeit, and Sebastian Feldmann.
The document provides an overview of lean startup essentials and the lean canvas business model. It discusses that startups often fail due to a lack of customers, and that the lean startup process involves testing solutions to problems through customer interviews to determine if the solution is worth further development. The lean canvas is then introduced as a tool that focuses on the problem, solution, customer segments, and revenue streams to help validate ideas before significant investment in the business model.
The document discusses reframing the concept of "A" in an MBA from administration to ambidexterity. It argues that innovation and efficiency are now the standard in business, so MBA programs should focus on developing students' ability to be ambidextrous - pursuing both innovation and efficiency simultaneously. Several thinkers and concepts are referenced that support developing ambidexterity, such as design thinking, lean prototyping, and maintaining opposing ideas. The document suggests replacing "A" with "H" for heuristics or "A" for ambidexterity to better capture what business education needs to focus on today.
The document provides an overview of the Lean Canvas business model template. It describes the Lean Canvas as having sections for identifying a startup's problem and solution, key metrics, customers and revenue streams, and costs. The Lean Canvas is presented as an alternative to the Business Model Canvas for lean startups to concisely describe their business model.
This document provides an overview of Lean startup principles from Rafael Balbi, Director of Operations at Lean Startup Machine. It discusses Balbi's background helping startups raise funds and teaching Lean startup. It outlines Balbi's workshops in many cities worldwide in 2013 and funded startups he has helped. The document emphasizes experimenting over planning, making data-driven decisions, building-measuring-learning rapidly, and getting to the first sale quickly through iterative testing and improvement.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these components and guide strategic business decisions.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these components and guide strategic business decisions.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these elements and lay out the basic business model of a company or project.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these components and guide strategic business decisions.
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Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Before your idea can grow into a startup, it has to pass a few sniff tests. Is there a demand for what you’re creating? What resources will you need to make your idea come to life? Boundless co-founder and CTO Aaron White will be on hand to give you all the info you need to make your idea ready for the rigors of startup life.
Transparencias de la presentación en la XGN sobre el uso del Business Model Canvas para modelar un negocio de forma comprehensiva sin hacer un gran esfuerzo.
The document is about the Lean Startup methodology. It discusses how the Lean Startup focuses on quickly learning whether ideas are valid through a process of developing minimum viable products, measuring how real customers respond, and iterating rapidly. The Lean Startup aims to increase the chances of success for startups by applying lean principles to entrepreneurship, focusing on customer satisfaction, creating a learning organization, and getting out of the office to directly observe customers.
This document provides an introduction and overview of Rafael Balbi and his work in lean startup methodology. It summarizes his background conducting over 200 workshops globally in 2013 to teach lean startup principles. It also outlines some of the key lean startup concepts like minimum viable products, customer development, and the build-measure-learn loop for rapidly iterating products based on customer feedback. The goal is to advance the science of entrepreneurship through experimentation and validated learning.
The document provides an introduction to lean startup principles. It discusses that the goal of lean startup is constant learning through experiments to validate assumptions and mitigate risks. It emphasizes starting with the riskiest assumptions and outlines the lean startup process of building, measuring, and learning. Various lean startup tools are mentioned, like validated learning canvases and business model canvases to visualize plans. Key definitions covered include minimum viable product, pivoting, continuous improvement, and innovation accounting.
The document outlines key aspects of a business model such as value propositions, customer segments, channels, and revenue streams. It discusses delivering value to customers through facilitating creative expression and public discussion via both physical spaces and online platforms. The business aims to satisfy customer needs like normalized consumers and alienated outsiders by helping facilitate random expressive flows and journeys.
This document discusses key questions about business models including: who are our key partners, what value do we deliver to customers, what problems are we helping customers solve, what costs are inherent in our business model, and for what value are customers willing to pay. It examines the customer segments a business seeks to reach, the channels used to reach customers, and how revenue streams contribute to overall business revenues.
This document discusses using a business model canvas to develop business models. It provides an example of developing a business model to sell freezers to Inuit families in the Arctic who no longer have natural ice available due to climate change. The example discusses potential value propositions, customer segments, channels, customer relationships, revenue streams, key activities, key resources, key partners, and cost structure for this business model.
The document outlines the Business Model Canvas, a strategic management template used to describe, design, challenge, and pivot business models. It contains nine blocks that describe key parts of a business model: key partners, key activities, value propositions, customer relationships, customer segments, key resources, channels, cost structure, and revenue streams. An example is provided that maps these elements for the online photo sharing platform Flickr, owned by Yahoo.
The document discusses business model canvases and business plans. It provides an agenda for discussing Boost Turku, business model vs business plan examples, and tools for startups. The remainder of the document consists of a template for a business model canvas, which is a visual chart used to develop potential business models by describing key elements including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
The document outlines key aspects of a business model canvas template, including identifying key partners, key activities, value propositions, customer relationships, customer segments, channels, revenue streams, key resources, costs, and value for customers. It provides prompts and questions to help map out the various components of a business model.
Lecture on Business Model Generation @ Zeppelin UniversitySebastian Fittko
This lecture was part of the entrepreneurship workshop at Zeppelin University, Friedrichshafen on September 29th 2012.
Big thanks to the great students an co-lecturer Benjamin Rohé, Andreas Jurgeit, and Sebastian Feldmann.
The document provides an overview of lean startup essentials and the lean canvas business model. It discusses that startups often fail due to a lack of customers, and that the lean startup process involves testing solutions to problems through customer interviews to determine if the solution is worth further development. The lean canvas is then introduced as a tool that focuses on the problem, solution, customer segments, and revenue streams to help validate ideas before significant investment in the business model.
The document discusses reframing the concept of "A" in an MBA from administration to ambidexterity. It argues that innovation and efficiency are now the standard in business, so MBA programs should focus on developing students' ability to be ambidextrous - pursuing both innovation and efficiency simultaneously. Several thinkers and concepts are referenced that support developing ambidexterity, such as design thinking, lean prototyping, and maintaining opposing ideas. The document suggests replacing "A" with "H" for heuristics or "A" for ambidexterity to better capture what business education needs to focus on today.
The document provides an overview of the Lean Canvas business model template. It describes the Lean Canvas as having sections for identifying a startup's problem and solution, key metrics, customers and revenue streams, and costs. The Lean Canvas is presented as an alternative to the Business Model Canvas for lean startups to concisely describe their business model.
This document provides an overview of Lean startup principles from Rafael Balbi, Director of Operations at Lean Startup Machine. It discusses Balbi's background helping startups raise funds and teaching Lean startup. It outlines Balbi's workshops in many cities worldwide in 2013 and funded startups he has helped. The document emphasizes experimenting over planning, making data-driven decisions, building-measuring-learning rapidly, and getting to the first sale quickly through iterative testing and improvement.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these components and guide strategic business decisions.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these components and guide strategic business decisions.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these elements and lay out the basic business model of a company or project.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, key activities, channels, customer relationships, revenue streams, and cost structure. The canvas helps visualize the interdependencies between these components and guide strategic business decisions.
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Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by...Donc Test
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Our backs are like superheroes, holding us up and helping us move around. But sometimes, even superheroes can get hurt. That’s where slip discs come in.
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
3. Over 3 million downloads
About 2 million active users
Source: FoodSpotting, May 2012
4. 73% of Foodie bloggers live in the US
85% are female
67% between ages 25 and 44
48% full-time, 21% self employed
88% declared “Food is my passion”
Source: Foodista.com
9. “I love to cook, I had a restaurant and always
overcook. I hate wasting food.”
—Mary, Former restaurant owner and Mom
10. Day Month Year
PGH Startup Weekend FoodSwap No.
n
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
Develop platform Automated
Share & discover
Foodie influencers Reach-out to Foodies
food you love
influencers Community-run
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Anybody that shares
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
Community leaders
How are our Channels integrated?
Functional platform Which ones work best?
food w/ others
Existing foodie &
Which ones are most cost-efficient?
How are we integrating them with customer routines?
to post/request food
food-sharing
Starter kits groups
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
Implementation &
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
maintenance Consumer
brand advertising
Starter kits
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