GoodWorks 2011

GoodWorks
Good Work is the Best Business

GOODWORKS

J. Bean, K. Crisp, G. Hayward, K. Hayuk, K. James, T. Ko, J. Stoneberg !
May 18, 2011!

Capstone - Spring 2011
Final Business Plan

Justin Bean, Karie Crisp, Kima Hayuk, Giles Hayward, Kelly James, Ted Ko, Jill Stoneberg

Table of Contents

1.0 Executive Summary
1

1.1 Introduction of the Venture
1

1.2 Opportunity and Customer Need
1

1.3 Target Market and Projections
2

1.4 Competitive Advantage (Value Proposition)
2

1.5 Business Model
2

1.6 Management Model
2

1.7 Financial Summary Table
2

2.0 Venture Overview
3

3.0 The Opportunity & Customer Need
4

3.1 Disengaged Employees
4

3.2 Correlation Between Engagement and CSR
4

3.3 The Sustainability Journey
5

3.4 Total Addressable Market
6

3.5 Target Market
8

3.6 Market Growth
8

4.0 The Venture
9

4.1 Overview
9

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4.2 Key Features, Benefits, and Product Experience
10

4.3 Concept Basis
12

4.4 Value Chain
13

4.5 Value for Sustainability
14

5.0 Competition
15

5.1 Competitive Landscape
15

5.2 Competitors
15

5.3 Competitive Advantage
17

6.0 Marketing
19

6.1 Marketing Research
19

6.2 Distribution and Pricing Strategy
20

6.3 Brand Promise, Positioning & Values
20

6.4 Market Segmentation
21

6.5 Customer Archetype
22

6.6 Promotion & Sales Strategy
23

7.0 Business Model
24

8.0 Financials
25

8.1 Financial Projections
25

8.2 Break Even Analysis
26

8.3 Capital Requirements
26

8.4 Exit
27

9.0 Management & Organization for Venture Launch
28

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9.1 Management Team
28

9.2 Advisory Board – Target Members
29

10.0 Appendix
31

10.1 Financial Assumptions
31

10.2 GoodWorks Engagement Platform Screenshots
32

11.0 Resources
35

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1.0 Executive Summary

1.1 Introduction of the Venture
The GoodWorks “Engagement Platform” is a web-based enterprise social network that
inspires spontaneous collaboration, empowers action, and stimulates innovation.
GoodWorks leverages a corporation’s greatest asset, its people, and enables them to
realize their latent potential for solving sustainability issues. Through gaming dynamics,
users create interactive missions (Projects with Purpose) that solve sustainable business
challenges, turning unmotivated members of a workforce into engaged players on a
company’s team. GoodWorks’ vision is to transform the way people work by maximizing
engagement, increasing productivity, and empowering employees to make a difference.
This will result in companies realizing stronger brand equity, enhanced talent retention and
acquisition, and an improved integrated bottom line. For a demo of GoodWorks, please
visit the following website.

1.2 Opportunity and Customer Need
70% of employees are disengaged at work. This is a significant problem translating into
costly factors such as lower productivity, higher turnover, and lower profits for companies
to the tune of $300 Billion per year in the US alone (“Employee Engagement: What’s Your
Engagement Ratio?”, 2008). GoodWorks recognizes the intersection of employee
engagement and sustainability and has identified $852 Million as the initial market
opportunity outlined below in Figure 1. GoodWorks plans to go beyond sustainability and
fundamentally transform the way people work thereby tapping into the larger $300 Billion
market opportunity.

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1.3 Target Market and Projections

Figure 1: TAM - Overlap of Employee Engagement and Sustainability

1.4 Competitive Advantage (Value Proposition)
GoodWorks’ vision of its own “mission accomplished” is to raise the performance of client
corporations by maximizing employee engagement, increasing productivity, strengthening
brand equity, while improving an integrated bottom line. The customizable platform will
allow all “players” of the organization to more effectively communicate and form stronger
connections as they collaborate to carry out Missions.

1.5 Business Model
GoodWorks’ business model is a standard enterprise Software-as-a-Service (SaaS) model.
Customers purchase yearly “player” licenses for each employee to participate in their
customized GoodWorks Engagement Platform. GoodWorks consulting services provide
experts to help customers launch and grow their GoodWorks community. GoodWorks
community managers provide ongoing expertise in Mission design, community facilitation
and CSR initiatives/metrics.

1.6 Management Model
GoodWorks’ founding members are highly competent sustainability professionals with core
values such as systems thinking and adaptability which align to the spirit of the venture.

1.7 Financial Summary Table

Figure 2: Financial Summary Table

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2.0 Venture Overview

GoodWorks is a consulting firm and enterprise software developer that specializes in
solving the needs for corporations to engage employees in actively meeting and
exceeding the company’s CSR (Corporate Social Responsibility) goals.

Our licensing model provides clients with access to an interactive online “Engagement
Platform”, which enables employees as “players” to connect and collaborate to carry
out CSR missions. Through gaming dynamics we encourage members to co-create
fun, interactive missions that solve real-world problems; turning unmotivated members
of a workforce into engaged players of the company’s team. The customizable platform
will allow all “players” of the organization to more effectively communicate, form
stronger connections and receive the intrinsic reward of recognition for those who
perform admirably in socially conscious missions.

Goodworks’ “Engagement Platform” leverages a corporation’s greatest asset, its
people, and enables them to realize their latent potential for solving complex
sustainability issues. We focus on implementing systems that inspire, engage and
empower employees to take the lead in forming and completing company CSR goals.
Fundamentally, GoodWorks’ platform will transform the way people work. GoodWorks’
vision of our own “mission accomplished” is to raise the performance of our client
corporations by maximizing employee engagement, increasing productivity,
strengthening brand equity, while improving an integrated bottom line.

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3.0 The Opportunity & Customer Need

3.1 Disengaged Employees
A 2007-2008 Global Workforce Study by Towers Perrin found that only 30% of employees
across the country are engaged at work (Towers Perrin, 2008). And, according to a recent
Gallup report, engagement drives business results, including customer satisfaction and
profitability (Robison, 2010). “People want to be engaged in work with a purpose, and
they want insight into how their work is linked to larger organizational and societal
goals” (Reeves & Read, p. 6, 2009). Finding a way to tap into latent human potential could
unlock a $300 Billion opportunity, which represents the annual US revenue lost from a
disengaged workforce (“Employee Engagement: What’s Your Engagement Ratio?”, 2008).

3.2 Correlation Between Engagement and CSR
The Towers Perrin study also showed that an organization’s reputation in terms of being a
good corporate citizen is one of the main drivers for employee engagement (Towers Perrin,
2008, p. 9). More and more organizations are awakening to the value of Corporate Social
Responsibility (CSR) initiatives and their correlation to positive returns in the form of
increased employee productivity and profitability. Figure 3 below illustrates this correlation.

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Figure 3: Correlation Between Employee Engagement and CSR (Willard, 2011)

The financial crisis does not seem to be impacting this trend, as 20% of CSR reports filed
over each of the last few years were first timers (Hicks, 2010). In spite of this growth in
companies establishing CSR policies, goals and annual reports, employees are often the
least informed (Kinnicutt & Mirvis, 2008, p. 49). Moreover, businesses are challenged by
how to make CSR initiatives relevant to employees and part of the larger business strategy.

3.3 The Sustainability Journey
In the book, The Sustainability Champion’s Guidebook, author Bob Willard (2009)
illustrates the “The Corporate Sustainability Journey” (Willard, 2009, p. 11), as shown in
Figure 4 below. As a company moves from stage one to stage five, the company’s
sustainability initiatives become more robust and pervasive to the company’s culture.
However, most companies that are involved in some form of sustainability practice remain
in stages one through three. Companies that are at stage three might have a Sustainability
Director or volunteer-based green teams. However, sustainability usually remains siloed
and left on the periphery of the organization. The main environmental initiatives are usually
around eco-efficiencies — making environmental improvements to company operations in
order to save energy and cut costs. While these efforts are a step in the right direction, in

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stages one through three, sustainability is not leveraged as a driver of employee
engagement. Furthermore, sustainability is not leveraged as a driver of innovation, new
product development or new revenue generation.

Figure 4: The Sustainability Journey (Willard, 2011)

Finding a way to communicate and involve employees in CSR initiatives will close the
engagement gap and result in happier, more productive employees, satisfied customers,
and greater company profitability (Gallup Consulting, 2010, p. 3). GoodWorks is positioned
to address this opportunity.

However, the potential for the GoodWorks platform extends beyond employee
engagement in CSR initiatives. Ultimately, the platform will be used as a self-organizing tool
that will fundamentally transform the way people work.

3.4 Total Addressable Market
The initial addressable market is found where employee engagement practices and CSR
initiatives intersect. While both can be difficult to measure, the following criteria informed
the addressable market calculation:

• Being ranked among Fortune’s 100 Best Companies to Work For® and the 50 Best
Small and Medium Workplaces shows that a company invests in its employees.
GoodWorks assumes that all ranked companies understand the correlation between

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CSR and employee engagement and are actively pursuing some form of CSR initiatives
within the organization.
• Producing a Sustainability Report is a best practice and demonstrates that a company
values CSR performance and a positive brand reputation. GoodWorks assumes that all
companies that produce a CSR report understand that CSR can be an employee
engagement driver.
• More than 7,630 companies globally produce some form of a sustainability report
(“CorporateRegister.com Reports,” 2011). Reports could include the Global Reporting
Initiative (GRI), Carbon Disclosure Project (CDP) or an integrated annual report.
• There are roughly 400 Certified B Corporations (“B Corporation - Home,” n.d.), which
represent organizations that are committed to solving social and environmental issues.
GoodWorks assumes that all Certified B Corporations are within the addressable market.
• For the market calculation, small-to-medium sized companies are defined as having
fewer than 1,000 employees while large companies have greater than 1,000 employees.
GoodWorks assumes that target customers have, on average, 2,500 employees.

The price for the GoodWorks Engagement Platform will be subscription based per number
of employees. It is assumed that customers will be willing to spend three dollars per
employee per month. To account for rapid growth in CSR reporting and for simplicity
purposes, the addressable market calculation below (see Figure 5) assumes no overlap
between segments.

Figure 5: Total Addressable Market Calculation

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3.5 Target Market
The target market encompasses a spectrum of companies at the CSR and engagement
intersection. Per the criteria previously mentioned above, the target market is narrowed
down to companies that produce a sustainability report and are headquartered in the U.S.
(estimated at 1,100). Additional screens, such as membership in a collaborative CSR
group (e.g. Businesses for Social Responsibility or the Sustainability Consortium), further
narrows the scope to a few hundred companies. Then, GoodWorks targets companies
according to high engagement ratings, such as ranking among the best companies to
work for, having a volunteer based green team, or having a Chief Sustainability Officer
within the organization.

3.6 Market Growth
Not only is the GoodWorks platform a tool that can be used to effectively communicate
and engage employees in company CSR initiatives, but it also has to potential to transform
the way people work. The use of GoodWorks extends beyond CSR and can be utilized as
a self-organizing tool. By offering employees a voice to communicate their ideas, build
project teams and track performance, GoodWorks is an appropriate tool for any company
that is committed to shaping social consciousness and creating innovative products or
services. Similar to the growth in companies adopting sustainability measures due to the
importance of remaining current and competitive, tools like social networks are increasingly
embraced by organizations to maintain nimbleness and to inspire idea generation and
information sharing. Designed as a social network with a purpose, GoodWorks takes
collaboration to the next level by inspiring action in the real-world and tracking results.
Companies can adopt the GoodWorks platform throughout the supply chain and
companies of all sizes that embrace less hierarchical governance can use the platform to
seek better ways to spur innovation, collaboration and action. Therefore, the potential
market for GoodWorks is much larger than the $852 million addressable market calculated
above.

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4.0 The Venture

4.1 Overview
GoodWorks provides an enterprise software system that radically improves employee
engagement by making it fun and rewarding to participate in CSR-related projects.
Through gaming dynamics within a corporate social network and online community, the
GoodWorks Engagement Platform turns unmotivated members of a workforce into
engaged “players” on the company’s team. Figure 6 below illustrates components of
gamification (see definition in Figure 7) and how these components align with human
desires. The green dots signify the primary desire a particular game mechanic fulfills, and
the blue dots show the other areas it affects.

Figure 6: Game Mechanics (Bunchball, Gamification 101, 2010)

ga·mi·fi·ca·tion [gay-muh-fi-kay-shuhn] - Applying the mechanics of
gaming to non-game activities to change people’s behavior.

Figure 7: Definition of Gamification

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At the core of the venture and product design, GoodWorks provides sustainable value to
the world by helping turn employees into engaged contributors and unlocking latent
human potential to “do good” for society. Beyond wages, individuals engage with their
work when they feel a strong sense of purpose and the potential to achieve mastery in a
skill or topic area. GoodWorks helps individuals create and achieve “Projects with
Purpose” known as Missions that derive from a company’s CSR goals. These Missions
not only provide measurable value to employees and their companies, but also drive
progress towards a sustainable society by converting CSR from a company cost-center to
a source of innovation and increased profits.

4.2 Key Features, Benefits, and Product Experience
Key Features of the Platform:

I. Company specific and employee-created projects, known as “Missions.”
II. Personal employee profiles that show skills, passions, accomplishments and higher
“experience levels” as the employee completes Missions.
III. Online collaboration tools for building Mission teams and executing Missions.
IV. Virtual rewards / points for both completing and creating Missions.
V. Community leader boards and “newsfeeds” highlighting employee accomplishments.
VI. Dashboard and reports showing the positive impact of employee’s participation.

Benefits to Players (Employees):

I. Easy Meaningful Activity: Clearly tying simple games and missions to CSR objectives,
players (customer employees) feel purposeful accomplishment from small investments
in time and energy.
II. Connection, Trust and Community: Team missions and meaningful online
conversations encourage social connections across organizational and geographic
boundaries. Newsfeeds, leaderboards and the CSR Dashboard visibly include
employees in the corporate community.
III. Development and Leadership: Team missions help broaden employee skill sets. In
creating Missions, employees explore their passions, practice leadership, and clarify
their own career path.
IV. Larger Purpose: Employees feel connected to a larger purpose due to community
recognition and their personal impact on overall company CSR metrics. The platform

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highlights “experience levels” and uses storytelling to place individuals in the larger
context.
V. Fun!: The power of play is harnessed to bring meaningful fun to the workplace.

Benefits to Customers:

I. Employee Engagement: With company-designed missions and dashboards, the
customized experience helps employees associate the company with positive,
meaningful activity.
II. Knowledge Management & Collaboration: Through personal profiles and search
functions, employees find and connect with others based on skills and interests. By
allowing employees to create missions, the company unlocks the creative knowledge
equity of its people.
III. CSR Education and Engagement: With a community tailored to the company’s CSR
goals, employees self-educate and become active participants in the company’s
overall CSR objectives.
IV. External CSR Benefits / Brand Enhancement: With extensive CSR reporting tools,
companies can publish CSR results with regular reports, on websites, or in marketing
material for external facing audiences.
V. Recruitment and Retention: Employee accomplishment reports enhance the
company’s reputation as a great place to work. Employee turnover decreases as
players engage in the platform.
VI. Improved Work Processes: Beyond the Missions, employees become accustomed to
a more productive, more collaborative working style. The same teamwork and tools
can be used for any type of project within the company, ultimately driving more
efficient operations and increased product innovation.

Next Generation Features:

I. Shared library of industry-specific Missions.
II. Integration with other corporate social networks, enterprise HR/Finance systems.
III. Integration with other CSR software systems (e.g. GHG tracking).
IV. Extension of community to company’s customers, suppliers, or partners.

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Product Experience:
The platform is most easily understood with a simple experience story. See Figure 8 below.

Employee Jane signs on to find her initial personal profile already has her office
location, home city, and cartoon avatar. At any time she can add her interests and
hobbies as well as customize her avatar, but she starts with zero experience in the
company’s top CSR Mission Areas: Energy, Education, and Empowerment.

Jane starts by playing a quick energy efficiency puzzle game to gain experience. Within a
week, she’s completed some simple Missions like turning off her computer at night or
requesting an LED light bulb for her desk. Seeing how easy it is to earn points, Jane
browses for team Missions and finds the Cool Offices Mission to find ways to reduce
energy used for air conditioning. She then uses the online forums to connect with the
Mission team and kick off the project.

When Jane helps finish the Cool Offices Mission, her profile now shows her as Energy
Guru Level 3. After the online community “newsfeed” highlights the mission and her
higher level, co-workers reach out to ask her to join their Missions. She has also earned
1,000 points that she can use for discounts on green home products.

CSR Director John watches the Community Impact Dashboard and publishes monthly
reports for the company’s external website. When Jane reaches Energy Guru Level 5,
John reaches out to encourage her to create her own Energy Mission. John and other
CSR managers review Jane’s Mission and give it experience and rewards points.

Figure 8: GoodWorks Experience Story

4.3 Concept Basis
The GoodWorks premise is based on extensive research on the trends and effects of
gaming, and was particularly inspired by Jane McGonigal’s TED talk on how gaming can
create a better world. According to McGonigal’s research, games are really good at
getting people to solve complex problems and games are helping humans to become a
more collaborative species (Jane McGonigal: Gaming can make a better world, 2010).

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McGonigal essentially asks the question, “So what if we took game mechanics and
applied them to solving real-world problems?” This is the birth of the engagement
economy where society leverages a corporation’s greatest asset, its people, and enables
them to realize their latent potential for solving complex sustainability issues. This is a world
where people play for good work, where ordinary people achieve extraordinarily epic wins
for collective ends.

4.4 Value Chain
GoodWorks’ Value Chain is illustrated below in Figure 9.

Figure 9: GoodWorks Value Chain

The GoodWorks Engagement Platform includes a base infrastructure, community and
Missions software features that will be hosted on a cloud service. The GoodWorks
management team will engage in consulting and mission design where appropriate or
outsource this service to independent consultants or internal company HR/CSR teams to
customize the software for the user base. Additional partnerships will be explored with
software providers such as carbon accounting mechanisms that add more robust features
to the service and enhance the total user experience.

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Value is passed onto a corporation by empowering employees to take the lead in forming
and completing company CSR goals. Reaching CSR goals results in more engaged and
productive employees, higher brand value and loyalty, mitigation of regulatory risks, and
the ability to attract and retain talented employees. All of these benefits lead to increased
shareholder value through higher profits and results also contribute to building a better and
more sustainable world.

Data derived from user participation on the software platform will be compiled to
supplement a company’s CSR report for current and potential investors. Missions could
also be sponsored by advertisers. Advertisers deliver further value to users who engage in
and complete CSR missions with extrinsic incentives such as Groupon style rewards or
product discounts. Finally, NGO and community partners receive value through reaching
CSR goals via employee-completed missions. These goals align with the participating
corporate customers’ own CSR goals; therefore collaborative shared value is generated.

4.5 Value for Sustainability
GoodWorks’ fundamental role in the value chain is to provide the tools and expertise that
enable people to collaborate, engage with their work, and make a positive difference in the
word. In terms of a sustainability framework, no single set of metrics captures all the
possible contributions to sustainability that this venture could inspire. However,
GoodWorks is committed to measuring tangible value provided by its business. The
clearest way to measure such value is to track employee engagement and productivity
while making sure that customers are achieving increased completion of CSR goals that
lead to profit driving innovations.

The GoodWorks platform can integrate with corporate Human Resources and CSR
tracking systems to ensure that participation in Missions achieves measurable results.
Where available, the best metrics to use are those developed by the company itself. If no
such metrics exist, GoodWorks consults with the company before launch to develop the
appropriate performance metrics. Ongoing, GoodWorks will maintain its own differentiated
value as the experts in gamification for engagement in sustainability. The GoodWorks
venture will thrive as this expertise is realized in software systems throughout the corporate
world and beyond.

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5.0 Competition

5.1 Competitive Landscape
The strategy canvas below in Figure 10 visually demonstrates the priorities of GoodWorks
in comparison to that of the competition, showing GoodWorks’ differentiating factors and
unique offerings. Points of differentiation include a playful interface, project management
tools, stimulating innovation, strong social networking, and fun, engaging missions. While
other platforms offer CSR tracking and reporting, none of them have features that focus on
unlocking latent human potential using gaming dynamics and fun interfaces.

Figure 10: Strategy Canvas

5.2 Competitors
GreenNurture is the clear first mover and closest competitor. It provides a web-based
platform for organizations to achieve their sustainability goals through employee-initiated
projects, offering a social networking component, a reward system powered by

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RecycleBank, and custom assessment and reporting features. The platform enables an
organization to analyze 30 variables related to how its employees conduct business and
uses surveys to analyze how they interact with one another. Once the initial assessment is
complete, the organization is assigned an overall dynamic score. GreenNurture targets
companies that range from 10 to 10,000 employees, and recently announced a wider
deployment initiative with universities and municipalities (Mains, 2010).

Yammer is a corporate enterprise social network platform that enables employees to
communicate within the workplace and invite internal and external stakeholders to join
teams. It also hosts forums for communication throughout the organization, and utilizes
these forums to solve various issues. Yammer is compatible with a variety of apps,
increasing its user utility (Yammer, 2011).

AngelPoints (AP) is an enterprise software developer that provides online tools to help
businesses engage their employees in an array of different CSR goals. The platform
provides a comprehensive window that allows employees to easily access, organize, and
manage their CSR objectives. AP’s clients have logged more than 10 million volunteer
hours and engaged over 2 million employees in large-scale, world-class CSR and
sustainability programs. AngelPoints’ sole focus on CSR gives it a more limited potential
market than GoodWorks, and less market agility (AngelPoints, 2011).

Jive Engage is a social business platform that allows users to collaborate via internal-facing
online communities and to communicate with and gather market information from
customers using external-facing communities. It provides users with profiles and advanced
search options to recommend partners for collaboration and topics in which a user may be
interested. Users also gain experience and expertise points on their profile. Jive tripled its
number of users and doubled its number of corporate customers in the 2009-2010 fiscal
year, and hopes to IPO in 2011, when it expects to achieve $100 million in annual
revenues (WSJ, 2010). Although specific pricing is unavailable and dependent on
contractual agreements, a representative indicated that Jive was a high-quality platform,
and that low price was not a key differentiator (M. Davis, personal communication, May
17th, 2011).

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5.3 Competitive Advantage
While other products focus on aspects of social networking, engagement, innovation, or
CSR, GoodWorks is unique in combining all four. No direct or indirect competitor has
streamlined the process of turning good sustainability ideas into action-oriented, mission-
style objectives that can be dynamically tracked and measured through a social interface.
By tying these missions directly back to overarching company objectives, the GoodWorks
Engagement Platform allows each employee and their managers to understand how
individual participation impacts larger organizational CSR goals.

GoodWorks differentiates itself through strengths in the following areas:

• Fun, engaging missions
• Personalized missions, avatars, and dashboard themes
• Mission management tools
• Player profiles with cumulative experience, awards, and achievement
• Tradable virtual currency
• CSR software packages with cross-platform customized avatars and profiles

A comparison of GoodWorks to its competitors is outlined below in Figure 11.

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Figure 11: Competitive Grid

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6.0 Marketing

6.1 Marketing Research
End-User Research: The first phase of research focused on validating the GoodWorks
concept and identifying primary features to be included in the design prototype. This was
achieved through an online survey among potential GoodWorks end-users
(SurveyMonkey.com, 2011). 78% reported being somewhat, very or extremely likely to use
the GoodWorks platform. End users were most interested in the following features: online
collaboration tools for building Mission teams and managing the execution process,
community leader boards and “newsfeeds” highlighting employee accomplishments, and
dashboards and reports showing the impact of the missions. The common theme made
clear the need for more company-wide transparency regarding sustainability initiatives, as
a majority of the respondents stated that the company they worked for had a CSR plan,
but did not know what type of software or tools were used to support these initiatives.
Moreover, the majority of the respondents stated that the biggest barrier to adopting
company-wide CSR initiatives was the lack of employee programs in place to promote
CSR practices. Lastly, nearly three quarters of the sample stated the Engagement Platform
should include education regarding global sustainability initiatives, confirming that an
optimal sales proposition to potential customers is the availability of consulting services for
the integration process.

Customer Needs Research: After the initial product concept and prototype design were
further developed, interviews were conducted with NetApp’s global sustainability director,
Peter Perrault. Findings from these discussions helped to further identify the user needs of
a potential customer. Although there was interest in the ability to track sustainability
contributions and impacts more closely and increase employee engagement in these
efforts, there were concerns that employees would be reluctant to adopt and learn a new
platform. The conclusion of the analysis is that employee contribution towards company-
wide sustainability is fragmented, that executive-level decision makers are the key
influencers for sustainability initiatives, and that there are a variety of adoption drivers,

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including integration with existing corporate systems, measuring achievement of business
objectives and return on investment. Although interest in the GoodWorks concept was
relatively strong, revisions to the description are needed to ensure clear comprehension of
intended user benefits (P. Perrault, personal communication, April 22, 2011; P. Perrault,
personal communication, May 13, 2011).

6.2 Distribution and Pricing Strategy
GoodWorks will market and sell its application as a standalone service to new markets and
users and as an application for existing platforms such as SalesForce via AppExchange,
and Jive via its application developer community. Through this multi-channel approach,
GoodWorks can leverage the existing platform’s marketplace and user base while
independently reaching new markets. GoodWorks will charge a $36 per seat fee per year
and provide platform specific customization upon request to enhance the value and
experience of the GoodWorks service.

6.3 Brand Promise, Positioning & Values
GoodWorks’ vision is to transform the way people work by creating a workplace where
employees are inspired, engaged and empowered to create a thriving and compassionate
world.

Brand Promise: Employees Engage. Companies Prosper. Communities Thrive.
GoodWorks leverages a corporation’s greatest asset, its people, and enables them to
solve sustainability issues. Fundamentally this is about unlocking latent human potential
through more effective communication and collaboration in order to transform the way
companies choose to work. This is achieved through the GoodWorks Engagement
Platform that matches human creativity with meaningful work, enabling companies to track
and meet sustainability goals while realizing higher profits and happier employees.

Positioning: Good Work is the Best Business
The GoodWorks turnkey solution specializes in using CSR goals to engage employees in
more productive work. Through gaming dynamics, GoodWorks breaks down the
boundaries between work and play and encourages employees to co-create interactive
missions (Projects with Purpose) that solve real-world problems, while simultaneously
realizing higher profits and strengthening brand equity. Through a customizable and flexible

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platform, companies get up and running quickly, while the platform’s powerful tracking
tools provide real-time metrics on the financial, environmental and social impacts.

GoodWorks’ positioning statement is shown below in Figure 12:

To socially responsible and employee centric companies who want to achieve an
integrated bottom line, GoodWorks provides a powerful turnkey solution that
enables companies to achieve greater profits, increased productivity and stronger
brand equity by empowering its employees to take action through a more
collaborative and engaging work environment.

Figure 12: Positioning Statement

6.4 Market Segmentation
The total addressable market analysis previously discussed places the initial market size
for GoodWorks at approximately $852 million per year. The initial target customer will have
on average 2,500 employees, understand the importance of employee engagement, and
have CSR goals already in place. Further targeting is based on Bob Willard’s five-stage
sustainability continuum (in Figure 4 above), which starts from the leadership’s mindset
where “green” initiatives are considered as expensive and bureaucratic threats in Stages 1,
2 and 3, to recognizing them as catalysts for strategic growth in Stages 4 and 5. Based on
the nature and design of the platform, GoodWorks aims to initially target the companies in
Stages 3 that are seeking movement into stages 4 and 5. The initial target customer will
help to evolve and refine the GoodWorks Engagement Platform, generating success
stories that will be used to demonstrate its value. Once the platform attains credibility in
the market, GoodWorks will expand its customer base into more mainstream markets (see
Figure 13 below).

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Figure 13: Market Opportunity

6.5 Customer Archetype
The target group, “People Centric”, have a global workforce and a strong company culture
that places an emphasis on sustainability and personal responsibility. Investing in the
company, the community and the employees is the underlying theme for the “People
Centric” company culture. Employees that work for “People Centric” companies have likely
participated in volunteer activities through company driven initiatives, as paid volunteer
time is one of the company perks and highly encouraged. The company fosters an
environment of innovation and teamwork, encouraging workers to take a few hours a week
for their own projects, and celebrating achievements and milestones with company
parties. They have also been named one of the “best places to work” by Fortune Magazine
and proudly promote this title.

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22


GoodWorks provides this customer with the tools to actively involve its entire workforce in
its sustainability initiatives and a dynamic network to share ideas, creativity and innovation,
while enabling the seamless integration of these efforts to the company’s customer-facing
website and CSR report.

6.6 Promotion & Sales Strategy
To achieve greater market penetration and address the complexities of company-wide
adoption, GoodWorks is designed to work well as a standalone service, but just as well
when integrated into another system. GoodWorks may choose to initially partner with
smaller companies in the San Francisco Bay Area and roll the product out through a
subset of offices as a pilot project. This will enable GoodWorks to test its value proposition,
technology, and feature set with real customers.

Then, GoodWorks will pursue integration and distribution partnerships through enterprise
platforms such as Jive or SalesForce, in order to quickly and effectively access the market
and grow. GoodWorks will leverage their data and platforms in a unique way to create a
customized and premium service for its user base. In this case, the distribution partners
become part of the GoodWorks customer set and will be served accordingly. GoodWorks
will also develop an affiliate program in order to partner with companies who provide
expert change management consulting services to further elevate the customer’s outcome
based on their specific needs.

What makes GoodWorks unique is the executive team’s depth of knowledge and breadth
of experience in sustainable management. In order to position GoodWorks as a leader in
the sustainability space and tap into and leverage its target market as GoodWorks
evangelists during the launch, the following strategies will be implemented.

• Engage key influencers in target organizations, change management and sustainability
communities and get them to test and promote GoodWorks in order to demonstrate
momentum.
• Provide a compelling story on how GoodWorks is the “future of how organizations
choose to work” and challenge stakeholders to see if they agree.
• Leverage a combination of traditional and social channels to communicate with these
constituencies.

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7.0 Business Model

7.1 Three Revenue Streams

I. Customization: GoodWorks helps its customers develop and implement a solution
tailored to their business imperatives.

II. Consulting: GoodWorks’ sustainable management experts offer a range of service
levels to addresses the breadth and depth of its customers’ needs.

III. Subscription: GoodWorks’ platform is available on a per seat subscription basis.

GoodWorks derives 92% of its revenue from the annual employee subscription fees with
the remaining 8% coming from consultancy and customization shown graphically below in
Figure 14. GoodWorks assumes that as the target audience becomes less competent in
setting missions related to sustainability, that GoodWorks consultancy services will
contribute to a greater percentage of revenue. This is not reflected in the revenue figures,
as this section of customers will be targeted after the company’s fifth year of operation in
2017.

Figure 14: Revenue Streams

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24


8.0 Financials

8.1 Financial Projections
GoodWorks’ highly scalable subscription model allows the company to grow its revenue at
compound annual growth rate (CAGR) of 75% over the first five years of operation, with
revenue reaching over $17 Million in 2017 (see below in Figure 15).

Figure 15: Revenue Projections

Product development and beta testing is estimated to take 18 months with the
GoodWorks platform coming to market in the first quarter of 2012. GoodWorks’ financial
projections assume that the company will become profitable at the end of 2014, three
years after coming to market, with the company becoming cash-flow positive in the fourth
quarter of 2015. GoodWorks profits reach over $17 Million in 2017, five years after
operations with cumulative cashflow surpassing $15 Million in the same year. A summary
of financials is provided below in Figure 16.

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25


Figure 16: Financial Summary

8.2 Break Even Analysis
As costs begin to stabilize in 2017, GoodWorks’ breakeven point is 123,646 users, which
translates into approximately 49 companies with 2500 employees as shown in Figure 17
below.

Figure 17: Breakeven Summary

8.3 Capital Requirements
As can be seen from the GoodWorks return map below in Figure 18, the company requires
approximately $500,000 to develop the platform with an additional $1.5 Million needed to
grow the business until it is cashflow positive in 2015. GoodWorks assumes that the first
$500,000 will be raised through friends and family by the end of 2011 with the remaining
$1.5 Million being raised by the end of 2012 from angel investors. With low capital costs
and a scalable revenue growth, GoodWorks predicts that the company will be able to pay
investors more than three times their money within a four year period. GoodWorks will
avoid raising funds from venture capitalists in order to maintain control of how the
company chooses to grow.

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26


Figure 18: Return Map

8.4 Exit

GoodWorks intends to grow its revenue stream considerably by 2020 before looking for a
strategic buyer to purchase the whole or part of the business. GoodWorks believes that
the Engagement Platform will be an attractive investment for enterprise software
companies such as SAP and will also be a strategic purchase for social networking
companies such as Facebook or Google who are looking to enter the corporate space and
develop existing products into social networks with a purpose.

Capstone: GoodWorks
27


9.0 Management & Organization for Venture
Launch

9.1 Management Team
The organizational design of GoodWorks will embody and reflect the transformational
nature of its service. Not only will GoodWorks help customers create a new way for their
employees to engage with each other and their company, GoodWorks will also employ its
own platform to work with each other using the paradigm of self organizing teams and
leveraging cross functional relationships throughout the organization.

The management team’s organization and experience are outlined below in Figure 19.

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28


Figure 19: GoodWorks’ Management Team

9.2 Advisory Board – Target Members
I. Dr. Jane McGonigal is a visionary game designer and futurist. She is harnessing the
power of Internet games in new ways to help solve some of the biggest challenges
facing our world today and tomorrow. In her groundbreaking new book: Reality is
Broken: Why Games Make Us Better and How They Can Change the World (Penguin
Press), Dr. McGonigal explores the power and future of gaming and reveals how its
collaborative and motivational aspects are being used to solve some of the most
difficult challenges facing humanity.

II. Richard Price - founder and CEO of Academia.edu, a social network for academics.

Capstone: GoodWorks
29


III. Cynthia Scott - VP of Organizational Strategy at Saatchi & Saatchi S. and Professor of
Leadership at Presidio Graduate School.

IV. Richard Muncaster - VP of Corporate Strategy at KlickNation, a producer of social
games for Facebook.

Capstone: GoodWorks
30


10.0 Appendix

10.1 Financial Assumptions
GoodWorks has made a number of assumptions in order to forecast financial projections,
which can be found on the Assumptions page of the GoodWorks Financial Spreadsheet.
The revenue figures assume a subscription price of $3 per employee. This translates into
$36 per employee per year. The company is able to justify this price by showing that the
cost of the platform is 0.1% of the cost of an average employee of the target audience.
GoodWorks’ ability to increase productivity and reduce turnover provides an added value
to its subscribers rather than a cost center.

GoodWorks has also assumed that the average number of employees per company will be
2,500. This fits into the company's policy of targeting small to medium sized companies.

GoodWorks also assumes that a fee of $2,000 will be paid by each company to install the
platform. Additionally, GoodWorks has assumed that 60% of its clients will need 60 hours
of consultancy work per year and that the hourly rate would be fixed at $150. It was also
assumed that 20% of GoodWorks’ clients will need customization work of 40 hours per
year, at $150 per hour.

For Headcount assumptions please see the Assumptions page of the GoodWorks
Financial Spreadsheet.

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31


10.2 GoodWorks Engagement Platform Screenshots

Figure 20: GoodWorks CEO Challenge

Figure 21: Design a Mission

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32


Figure 22: Player Dashboard

Figure 23: Player Skills Profile

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33


Figure 24: Company Progress Dashboard

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34


11.0 Resources

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www.angelpoints.com/index.php?page=product

B Corporation - Home. (n.d.). Retrieved May 17, 2011, from http://www.bcorporation.net/

Bunchball. 2010. Gamification 101: An Introduction to the Use of Game Dynamics to
Influence Behavior. Retrieved from: http://www.bunchball.com/gamification/g101-
banner.shtml

CERES. (2010). The 21st Century Corporation: The CERES Roadmap for Sustainability.
Creative Commons. CorporateRegister.com Reports. (2011, March 9). Retrieved March
10, 2011, from http://www.corporateregister.com/reports/DavisMason. (2011, May 17).

CorporateRegister.com Reports. (2011, March 9). Retrieved March 10, 2011, from http://
www.corporateregister.com/reports/

Environmental Leader. (2009, July 19). GRI Touts 46% Increased Use of GRI Guidelines In
Sustainability Reporting.Environmental Management & Energy News · Environmental
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2009/07/16/gri-touts-46-increase-use-of-gri-guidelines-in-sustainability-reporting/

Employee Engagement: What’s Your Engagement Ratio? (2008). Gallup Consulting.
Retrieved from http://www.gallup.com/.../Employee_Engagement_Overview_Brochure.pdf

ESA. (2011). The Entertainment Software Association - Video Games & the Workplace.
Retrieved February 18, 2011, fromhttp://www.theesa.com/gamesindailylife/workplace.asp

Feldman, S. (2010, October 29). Carbon reporting countdown. Sustainable Industries.
Retrieved February 14, 2011, fromhttp://sustainableindustries.com/articles/2010/10/
carbon-reporting-countdown

Global Reporting Initiative. (2011). News 2011 - 50% rise in companies using software to
monitor sustainability performance says new survey. Global Reporting Initiative. Retrieved

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February 18, 2011, from http://www.globalreporting.org/NewsEventsPress/LatestNews/
2011/SurveyOnSustainabilitySoftware.htm

Great Place to Work® Institute. (2011). Retrieved March 10, 2011, from http://
www.greatplacetowork.com/what_we_do/lists-us-bestusa.htm

GreenNurture. (2010). GN Platform. Retrieved May 17, 2011, from http://
greennurture.com/gn-platform.aspx

GRI Portal - News 2011. (n.d.). Retrieved February 14, 2011, from http://
www.globalreporting.org/NewsEventsPress/LatestNews/2011/
SurveyOnSustainabilitySoftware.htm

Hicks, J. (2010, May 13). CSR Reporting—and Interest in What It Shows—Is Gaining
Steam. Retrieved from http://www.triplepundit.com/2010/05/csr-reporting—and-interest-
in-what-it-shows—is-gaining-steam/

Jane McGonigal: Gaming can make a better world. (2010). Retrieved from http://
www.ted.com/talks/lang/eng/jane_mcgonigal_gaming_can_make_a_better_world.html

Kinnicutt, S., & Mirvis, P. (2008). Structure and Strategies: Profile of the Practice 2008:
Managing Corporate Citizenship. Boston College Center for Corporate Citizenship.

MainsDerrick. (2010). YouTube - GreenNurture Interviewed by Presentmyself.com.
Retrieved May 18, 2011, fromhttp://www.youtube.com/watch?
v=m7lKJfds8wU&feature=player_embedded#at=35

McGonigal, J. (2011, February 17). Jane McGonigal: Video Games: An Hour A Day Is Key
To Success In Life. The Huffington Post. Retrieved February 17, 2011, from http://
www.huffingtonpost.com/jane-mcgonigal/video-games_b_823208.html

Member List | BSR | Sustainability, Corporate Social Responsibility Network and
Consultancy. (n.d.). Retrieved March 9, 2011, from http://www.bsr.org/en/our-network/
member-list

MIT Sloan Business of Sustainability - Page 4-5. (n.d.). Retrieved February 11, 2011, from
http://www.mitsmr-ezine.com/busofsustainability/2009#pg7

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Pema, G. (2010, October 21). Study: Video Games Lead To Workplace Success.
International Business Times. Retrieved February 18, 2011, from http://www.ibtimes.com/
articles/74352/20101021/video-games-training-employers-workplace-study.htm

Performance Management Blog - smartKPIs.com. (2010, August 6). Retrieved February
15, 2011, fromhttp://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-
organisational-performance/

Perrault, Peter. (2011, May 29). Retrieved from http://www.google.com/firefox?
client=firefox-a&rls=org.mozilla:en-US:official

Schwartz, A. (2011, February 16). The Secret Service Plays Video Games to Prepare for
Trouble. Fast Company. Retrieved February 17, 2011, from http://www.fastcompany.com/
1728445/virtual-tiny-town-secret-service-uses-video-games-to-prepare-for-threats?
partner=rss&utm_source=pulsenews&utm_medium=referral&utm_campaign=Feed%3A
+fastcompany%2Fheadlines+%28Fast+Company+Headlines%29

Seriosity: The Enterprise Solution for Information Overload. (n.d.). Retrieved February 18,
2011, from http://seriosity.com/

Sustainability: The “Embracers” Seize Advantage - Special Report - MIT Sloan
Management Review. (n.d.). Retrieved February 11, 2011, from http://sloanreview.mit.edu/
special-report/sustainability-advantage/?
utm_source=Publicaster&utm_medium=email&utm_campaign=Sust%20Enews%20Feb
%2010%202011&utm_term=http%3a%2f%2fsloanreview.mit.edu%2fspecial-report
%2fsustainability-advantage%2f

Reeves, B., & Read, J. L. (2009). Total Engagement : Using Games and Virtual Worlds to
Change the Way People Work and Businesses Compete. Boston Mass.: Harvard
Business Press.

Robison, J. (2010, August 5). Engagement, Wellbeing, and the Downturn. Gallup
Management Journal. Retrieved from http://gmj.gallup.com/content/141722/engagement-
wellbeing-downturn.aspx

SurveyMonkey.com. (2011). Retrieved from http://www.surveymonkey.com/

Capstone: GoodWorks
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Towers Perrin. (2008). Closing the Engagement Gap: A Road Map for Driving Superior
Business Performance. Global Workforce Study 2007-2008 (p. 32). Retrieved from
www.simnet.org/resource/group/.../towers_perrin_global_workfor.pdf

Willard, Bob. (2009). The Sustainability Champion's Guidebook: How to Transform Your
Company (First Edition.). New Society Publishers.

Worthen, Ben. (2010, May 18). Jive Software Hopes to Juke Toward an IPO. Wall Street
Journal. Retrieved May 17, 2011, fromhttp://blogs.wsj.com/digits/2010/05/18/jive-
software-hopes-to-juke-towards-an-ipo/

Yammer. (2011). Product: What is Yammer? Retrieved May 17, 2011, from https://
www.yammer.com/about/product

Capstone: GoodWorks
38

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