Heroes on the Go is a business that rents GoPro cameras and provides an editing service to sports fans. They conducted a soft launch at Notre Dame football games last season. They proved the concept by making sales and partnering with Fighting Irish Digital Media to get game highlights footage to enhance their editing service. Their goal is to franchise the model to other universities to make Heroes on the Go a well-known brand for sports fans to capture and share their game experiences. They have an experienced founding team and plan to focus on developing university and sports franchise partnerships to provide fans a unique opportunity to record and share their experiences.
Mobile Sports Group Automotive Case StudiesRick Furr
- GMC mobile search campaign resulted in a 44% lift in purchase intent. Banners were seen by 1 million unique users, with 77% expressing interest in purchasing a GMC Terrain.
- Volvo achieved significant brand lift and engagement through mobile display and video ads promoting its new S60 sedan. This included a 240% increase in brand favorability and 88% increase in purchase intent.
- Automotive brands are increasingly relying on mobile to drive sales. More than 23% of car shoppers use mobile during the buying process and 40% of mobile searches occur on dealer lots. Mobile allows ongoing interactions to build customer relationships.
Daniel Morland conducted research on potential ideas for a theoretical magazine. The document includes links to websites on graphical design, branding, and surveys. It also notes ideas like contacting companies for advertisements and using layout grids to align elements on pages. Morland documented notes on editing with the "rule of two" and experimenting with visual and audio techniques. The document explores initial research for starting a magazine.
Daniel Morland conducted research on potential ideas for a theoretical magazine. He explored various racing categories and publications like Autosport magazine. Morland analyzed Autosport's branding, including its distinctive logo using white text on a red background. He also examined Autosport's target demographics, such as its primarily male readership given racing's history of low female participation. Morland considered factors like a reader's age, gender, ethnicity, family size, and interest in racing that may influence their likelihood to read Autosport.
Harley Davidson must capture new market share from younger demographics like millennials and minorities while retaining its aging customer base. It proposes two campaign strategies: 1) An "Open Roads" campaign featuring a national motorcycle tour, digital content, and social media or 2) A "My First Bike" campaign partnering with Save the Children to share customer stories and donate bicycles to underprivileged children. The latter is recommended for strengthening the brand through emotional storytelling while working within budget and timeline constraints.
The Sprinter van needed to appeal to fleet managers and commercial vehicle buyers in a new way. The agency created a direct mailing campaign where the Sprinter "applied for a job" by handwriting a letter of application using its own tires. Each letter directed recipients to a microsite with video proof. This personalized approach increased response rates above the average.
The document summarizes the findings of a study on automotive brand loyalty in Canada. It identifies the key drivers of brand loyalty as functional elements (40%), emotional connection (31%), brand personality (17%), and needs fulfillment (12%). For functional elements, quality, performance, value, and technology/innovation are most influential. Emotionally, confidence, lack of anger, pride, and happiness drive loyalty. Trustworthy, honest, innovative, and leader personality traits also influence loyalty. Providing confidence in the future, fun, self-identity, and respect fulfills customer needs and boosts loyalty. The study reveals opportunities for brands to improve emotional, personality and needs fulfillment factors to increase their strength relative to competitors
The document provides a market analysis for Foot Locker Inc. It summarizes the company's financial status over the past 5 years, areas of operation in 27 countries, and consumer trends in the athletic retail industry. Foot Locker has been successful and surpassed competitors by incorporating most of them. The analysis recommends that Foot Locker evolve with cultural and consumer trends, decrease mall store sizes to increase profits, and create authentic brand connections to consumers.
Mobile Sports Group Automotive Case StudiesRick Furr
- GMC mobile search campaign resulted in a 44% lift in purchase intent. Banners were seen by 1 million unique users, with 77% expressing interest in purchasing a GMC Terrain.
- Volvo achieved significant brand lift and engagement through mobile display and video ads promoting its new S60 sedan. This included a 240% increase in brand favorability and 88% increase in purchase intent.
- Automotive brands are increasingly relying on mobile to drive sales. More than 23% of car shoppers use mobile during the buying process and 40% of mobile searches occur on dealer lots. Mobile allows ongoing interactions to build customer relationships.
Daniel Morland conducted research on potential ideas for a theoretical magazine. The document includes links to websites on graphical design, branding, and surveys. It also notes ideas like contacting companies for advertisements and using layout grids to align elements on pages. Morland documented notes on editing with the "rule of two" and experimenting with visual and audio techniques. The document explores initial research for starting a magazine.
Daniel Morland conducted research on potential ideas for a theoretical magazine. He explored various racing categories and publications like Autosport magazine. Morland analyzed Autosport's branding, including its distinctive logo using white text on a red background. He also examined Autosport's target demographics, such as its primarily male readership given racing's history of low female participation. Morland considered factors like a reader's age, gender, ethnicity, family size, and interest in racing that may influence their likelihood to read Autosport.
Harley Davidson must capture new market share from younger demographics like millennials and minorities while retaining its aging customer base. It proposes two campaign strategies: 1) An "Open Roads" campaign featuring a national motorcycle tour, digital content, and social media or 2) A "My First Bike" campaign partnering with Save the Children to share customer stories and donate bicycles to underprivileged children. The latter is recommended for strengthening the brand through emotional storytelling while working within budget and timeline constraints.
The Sprinter van needed to appeal to fleet managers and commercial vehicle buyers in a new way. The agency created a direct mailing campaign where the Sprinter "applied for a job" by handwriting a letter of application using its own tires. Each letter directed recipients to a microsite with video proof. This personalized approach increased response rates above the average.
The document summarizes the findings of a study on automotive brand loyalty in Canada. It identifies the key drivers of brand loyalty as functional elements (40%), emotional connection (31%), brand personality (17%), and needs fulfillment (12%). For functional elements, quality, performance, value, and technology/innovation are most influential. Emotionally, confidence, lack of anger, pride, and happiness drive loyalty. Trustworthy, honest, innovative, and leader personality traits also influence loyalty. Providing confidence in the future, fun, self-identity, and respect fulfills customer needs and boosts loyalty. The study reveals opportunities for brands to improve emotional, personality and needs fulfillment factors to increase their strength relative to competitors
The document provides a market analysis for Foot Locker Inc. It summarizes the company's financial status over the past 5 years, areas of operation in 27 countries, and consumer trends in the athletic retail industry. Foot Locker has been successful and surpassed competitors by incorporating most of them. The analysis recommends that Foot Locker evolve with cultural and consumer trends, decrease mall store sizes to increase profits, and create authentic brand connections to consumers.
Verizon Wireless is the largest wireless carrier in the US. The document proposes strategies for Verizon to advertise through advergaming and virtual worlds. It suggests targeting specific demographics like women through branded games, virtual world sites providing pregnancy/parenting resources, and ads in games popular among females. Overall, the strategies aim to enhance the customer experience and create brand awareness among current and potential customers in new advertising channels.
Conversant what the bleep does personalized marketing really mean?Jim Nichols
Scott Eagle defines personalized marketing as a comprehensive one-to-one communication approach that calibrates brand messages and media based on known facts and predictions about each individual's needs, interests, and behaviors. He argues that true personalized marketing requires seven essential components: 1) ongoing 1:1 relationships, 2) a 360-degree view of each customer, 3) genuinely personalized creative content, 4) individualized delivery across channels, 5) omni-channel reach, 6) individualized media investment, and 7) rich individual user profiles and insights. Eagle concludes by urging marketers to ensure any personalized marketing solutions they use fully achieve this definition and create ongoing personal relationships with every target individual.
Luxury 3.0- a new Retail Scenario for Product Mass Customization and On Deman...ELSE CORP
ELSE Corp offers a new solution for luxury fashion retail: "Luxury Product Customization and Virtual Retail". Introduction to New Trends & New Principles, The Perfect Product and The Virtual Retail. Luxury 3.0 scenario
For more info: http://www.else-corp.com/
Chrysler Corporation Strategic Brand DevelopmentMichelle Ventura
Chrysler Group LLC's core brands include Chrysler, Jeep, Dodge, and Ram. Formed in 2009 through a government bailout, Chrysler has rebounded under new CMO Olivier Francois and his marketing strategy focusing on emotional storytelling in Super Bowl ads. This approach increased interest and sales, allowing Chrysler to outperform competitors and increase market share to 11.2% despite being smaller than GM, Ford, and Toyota. Moving forward, Chrysler should continue engaging consumers across all platforms and finding emotional connections through quirky brand personalities to attract buyers.
This document provides an overview of Interbrand's annual Best Global Brands report. It discusses how brands are facing a new paradigm in brand management due to changes in consumer behavior and expectations in the digital age. Customers now have more information at their fingertips and can publicly share their feedback, positive or negative, about brands in real time. The document argues that in this new landscape, brands must focus on building trust and loyalty by engaging with customers transparently and responding to their needs. It provides examples of how Coca-Cola, Ford, and Santander have adapted successfully to these challenges.
CARPROOF research has identified two paths used vehicle buyers take: Car-hunters, who search online for their ideal vehicle first before considering dealerships, and Dealer-deciders, who get recommendations from friends/family on dealerships and then shop those lots. 60% are Car-hunters who rely heavily on comprehensive online listings, while 40% are Dealer-deciders who prioritize a dealer's reputation. To succeed, dealers need quality online listings to attract Car-hunters and provide excellent customer service to build their reputation and attract future Dealer-deciders.
Breakaway Bicycle Company designs and builds custom bicycle frames for professional cyclists. It is seeking financing to expand production by hiring more designers and purchasing additional workstations. This would allow it to meet growing demand and increase its market share, projecting a 25% rise in frame sales for 2000-2001 that would generate over $1.3 million in additional annual revenue. Breakaway specializes in high-quality hand-crafted frames and has earned a strong reputation among serious cyclists.
Line is a smartphone app that allows free calls and messaging between users globally regardless of carrier. It has over 490 million active users and features include texting, video/audio calls, finding nearby friends, stickers, games, and official accounts. The app is free for normal users but offers in-app purchases. It promotes the concept of "More LINE Much Closer" and advertises on other apps to acquire new users. The presentation was on the 4Ps of marketing for LINE - product, price, place, and promotion.
United Airlines ran a successful advertising campaign in Europe in 2002 that significantly increased brand awareness and consideration among both business and leisure travelers. Key results of the campaign included a 20% increase in spontaneous brand awareness among business travelers, and increases in web traffic, online revenue, and market share. The campaign received numerous advertising awards. For 2004, United recommended developing a campaign for Europe that continued building brand awareness while driving consideration among business travelers and preserving what worked previously, with a tone that embraced pragmatism rather than adventure.
This document introduces a digital marketing agency called We Love Digital that fuses human insights with business intelligence to deliver immersive brand experiences across digital platforms. The agency transforms business objectives into compelling digital narratives and explores human motivations to connect brands to audiences through targeted and meaningful experiences. Examples are provided of campaigns created for clients across various industries that achieved strategic goals and exceptional results.
The document summarizes a marketing campaign partnership between Dacia and The Telegraph during the 2014 FIFA World Cup in Brazil. The campaign included (1) Dacia sponsoring The Telegraph's World Cup coverage across platforms, (2) a daily trivia game promoting Dacia's brand message, and (3) contextual advertising reflecting World Cup stories. The campaign reached over 6.7 million adults and was successful in boosting brand awareness, consideration, and sentiment toward Dacia according to post-campaign research.
Under Armour- Strategic Marketing Plan By Zoe Suffetysuffetyz
Under Armour seeks to strengthen its brand image and appeal to active customers through a digital marketing strategy. The strategy includes developing a mobile app for customer convenience, increasing social media engagement on Pinterest and Twitter, and utilizing internet marketing on Google. The $40,000 budget will support the app development and location-based services, with success measured by app usage, website analytics, and social media engagement metrics.
DSC has battled against the industry giants and indicated that this “David” fears no “Goliaths”. Although it has currently 2 million active users, DSC still hasn’t turned a profit, despite bringing $64 million in revenue on 2014 and a projected $140 million this year. They have a solid market position, as their razor blades represent today about 10% of the razors sold on the USA. Their unique approach to the razor’s business has forced Gillette to create its own Shave Club, evidencing how influential they have been to men’s grooming market. And after three years on the market Dollar Shave Club is just getting started: so buckle up!
The Essentials of Brand Strategy - General Assembly ClassChristian Vatter
1. Creating a consistent brand experience across all touchpoints is essential for building a strong brand. A clear brand idea derived from research should guide all aspects of the business and customer interactions.
2. Implementing a brand starts with identifying the most important customer encounters and optimizing the user experience to match the brand identity.
3. Branding is not just marketing but creating the best possible experiences through products, services, and interactions that bring the brand idea to life. Consistently implementing the brand identity over time is key to success.
This document provides a summary report of an ongoing eListening study for a client. It analyzes conversations online about the client's brand, industry, and competitors over a specified time period. The report identifies key audiences and insights, including that sentiment toward the client's brand remained consistent in August, with some negative mentions due to a recent recall. It also provides data on topics discussed, channels used, and competitors' activities to help the client optimize their marketing strategies.
This document summarizes research about the role of series director in 2D animation. It discusses the responsibilities of a series director, typical qualifications like a degree in animation or art, and factors like talent and experience being more important than formal qualifications. It also provides information on the employment outlook and typical salary for series directors. Breaking into the field typically involves apprenticeships, degrees, or persistence and passion. Qualifications alone are not enough - directors must also understand the animation process and types to succeed.
The document provides information about the career of a film/video editor, including:
- Salaries for early career editors range from £19,000 to £26,000 per year depending on skills and ability to find regular work.
- Flexible hours are typical. Common employer types include film companies, broadcast companies, and post-production facilities.
- Recommended qualifications include degrees in communication/media, fine art, graphic design, or IT/multimedia. Important skills are attention to detail, creativity, ability to work as part of a team, and strong time management.
- Popular editing software includes Adobe After Effects, Premiere, and Final Cut Pro. Salaries can depend on the
The document discusses findings from policy roundtables held with urban Native communities in 11 US cities. Key topics discussed include issues of invisibility and cultural competence impacting urban Native peoples across sectors like children's services, housing, economic opportunities, and healthcare. Recommendations focus on developing an urban Native policy framework at federal and local levels to ensure representation and equitable access to resources, as well as increasing support for data collection, research, and culturally-competent programming in urban areas.
Verizon Wireless is the largest wireless carrier in the US. The document proposes strategies for Verizon to advertise through advergaming and virtual worlds. It suggests targeting specific demographics like women through branded games, virtual world sites providing pregnancy/parenting resources, and ads in games popular among females. Overall, the strategies aim to enhance the customer experience and create brand awareness among current and potential customers in new advertising channels.
Conversant what the bleep does personalized marketing really mean?Jim Nichols
Scott Eagle defines personalized marketing as a comprehensive one-to-one communication approach that calibrates brand messages and media based on known facts and predictions about each individual's needs, interests, and behaviors. He argues that true personalized marketing requires seven essential components: 1) ongoing 1:1 relationships, 2) a 360-degree view of each customer, 3) genuinely personalized creative content, 4) individualized delivery across channels, 5) omni-channel reach, 6) individualized media investment, and 7) rich individual user profiles and insights. Eagle concludes by urging marketers to ensure any personalized marketing solutions they use fully achieve this definition and create ongoing personal relationships with every target individual.
Luxury 3.0- a new Retail Scenario for Product Mass Customization and On Deman...ELSE CORP
ELSE Corp offers a new solution for luxury fashion retail: "Luxury Product Customization and Virtual Retail". Introduction to New Trends & New Principles, The Perfect Product and The Virtual Retail. Luxury 3.0 scenario
For more info: http://www.else-corp.com/
Chrysler Corporation Strategic Brand DevelopmentMichelle Ventura
Chrysler Group LLC's core brands include Chrysler, Jeep, Dodge, and Ram. Formed in 2009 through a government bailout, Chrysler has rebounded under new CMO Olivier Francois and his marketing strategy focusing on emotional storytelling in Super Bowl ads. This approach increased interest and sales, allowing Chrysler to outperform competitors and increase market share to 11.2% despite being smaller than GM, Ford, and Toyota. Moving forward, Chrysler should continue engaging consumers across all platforms and finding emotional connections through quirky brand personalities to attract buyers.
This document provides an overview of Interbrand's annual Best Global Brands report. It discusses how brands are facing a new paradigm in brand management due to changes in consumer behavior and expectations in the digital age. Customers now have more information at their fingertips and can publicly share their feedback, positive or negative, about brands in real time. The document argues that in this new landscape, brands must focus on building trust and loyalty by engaging with customers transparently and responding to their needs. It provides examples of how Coca-Cola, Ford, and Santander have adapted successfully to these challenges.
CARPROOF research has identified two paths used vehicle buyers take: Car-hunters, who search online for their ideal vehicle first before considering dealerships, and Dealer-deciders, who get recommendations from friends/family on dealerships and then shop those lots. 60% are Car-hunters who rely heavily on comprehensive online listings, while 40% are Dealer-deciders who prioritize a dealer's reputation. To succeed, dealers need quality online listings to attract Car-hunters and provide excellent customer service to build their reputation and attract future Dealer-deciders.
Breakaway Bicycle Company designs and builds custom bicycle frames for professional cyclists. It is seeking financing to expand production by hiring more designers and purchasing additional workstations. This would allow it to meet growing demand and increase its market share, projecting a 25% rise in frame sales for 2000-2001 that would generate over $1.3 million in additional annual revenue. Breakaway specializes in high-quality hand-crafted frames and has earned a strong reputation among serious cyclists.
Line is a smartphone app that allows free calls and messaging between users globally regardless of carrier. It has over 490 million active users and features include texting, video/audio calls, finding nearby friends, stickers, games, and official accounts. The app is free for normal users but offers in-app purchases. It promotes the concept of "More LINE Much Closer" and advertises on other apps to acquire new users. The presentation was on the 4Ps of marketing for LINE - product, price, place, and promotion.
United Airlines ran a successful advertising campaign in Europe in 2002 that significantly increased brand awareness and consideration among both business and leisure travelers. Key results of the campaign included a 20% increase in spontaneous brand awareness among business travelers, and increases in web traffic, online revenue, and market share. The campaign received numerous advertising awards. For 2004, United recommended developing a campaign for Europe that continued building brand awareness while driving consideration among business travelers and preserving what worked previously, with a tone that embraced pragmatism rather than adventure.
This document introduces a digital marketing agency called We Love Digital that fuses human insights with business intelligence to deliver immersive brand experiences across digital platforms. The agency transforms business objectives into compelling digital narratives and explores human motivations to connect brands to audiences through targeted and meaningful experiences. Examples are provided of campaigns created for clients across various industries that achieved strategic goals and exceptional results.
The document summarizes a marketing campaign partnership between Dacia and The Telegraph during the 2014 FIFA World Cup in Brazil. The campaign included (1) Dacia sponsoring The Telegraph's World Cup coverage across platforms, (2) a daily trivia game promoting Dacia's brand message, and (3) contextual advertising reflecting World Cup stories. The campaign reached over 6.7 million adults and was successful in boosting brand awareness, consideration, and sentiment toward Dacia according to post-campaign research.
Under Armour- Strategic Marketing Plan By Zoe Suffetysuffetyz
Under Armour seeks to strengthen its brand image and appeal to active customers through a digital marketing strategy. The strategy includes developing a mobile app for customer convenience, increasing social media engagement on Pinterest and Twitter, and utilizing internet marketing on Google. The $40,000 budget will support the app development and location-based services, with success measured by app usage, website analytics, and social media engagement metrics.
DSC has battled against the industry giants and indicated that this “David” fears no “Goliaths”. Although it has currently 2 million active users, DSC still hasn’t turned a profit, despite bringing $64 million in revenue on 2014 and a projected $140 million this year. They have a solid market position, as their razor blades represent today about 10% of the razors sold on the USA. Their unique approach to the razor’s business has forced Gillette to create its own Shave Club, evidencing how influential they have been to men’s grooming market. And after three years on the market Dollar Shave Club is just getting started: so buckle up!
The Essentials of Brand Strategy - General Assembly ClassChristian Vatter
1. Creating a consistent brand experience across all touchpoints is essential for building a strong brand. A clear brand idea derived from research should guide all aspects of the business and customer interactions.
2. Implementing a brand starts with identifying the most important customer encounters and optimizing the user experience to match the brand identity.
3. Branding is not just marketing but creating the best possible experiences through products, services, and interactions that bring the brand idea to life. Consistently implementing the brand identity over time is key to success.
This document provides a summary report of an ongoing eListening study for a client. It analyzes conversations online about the client's brand, industry, and competitors over a specified time period. The report identifies key audiences and insights, including that sentiment toward the client's brand remained consistent in August, with some negative mentions due to a recent recall. It also provides data on topics discussed, channels used, and competitors' activities to help the client optimize their marketing strategies.
This document summarizes research about the role of series director in 2D animation. It discusses the responsibilities of a series director, typical qualifications like a degree in animation or art, and factors like talent and experience being more important than formal qualifications. It also provides information on the employment outlook and typical salary for series directors. Breaking into the field typically involves apprenticeships, degrees, or persistence and passion. Qualifications alone are not enough - directors must also understand the animation process and types to succeed.
The document provides information about the career of a film/video editor, including:
- Salaries for early career editors range from £19,000 to £26,000 per year depending on skills and ability to find regular work.
- Flexible hours are typical. Common employer types include film companies, broadcast companies, and post-production facilities.
- Recommended qualifications include degrees in communication/media, fine art, graphic design, or IT/multimedia. Important skills are attention to detail, creativity, ability to work as part of a team, and strong time management.
- Popular editing software includes Adobe After Effects, Premiere, and Final Cut Pro. Salaries can depend on the
The document discusses findings from policy roundtables held with urban Native communities in 11 US cities. Key topics discussed include issues of invisibility and cultural competence impacting urban Native peoples across sectors like children's services, housing, economic opportunities, and healthcare. Recommendations focus on developing an urban Native policy framework at federal and local levels to ensure representation and equitable access to resources, as well as increasing support for data collection, research, and culturally-competent programming in urban areas.
La actividad financiera del Estado incluye la obtención de ingresos y la realización de gastos para satisfacer las necesidades públicas de forma regulada. Tiene fines fiscales, como obtener recursos para cubrir gastos presupuestados sin déficit, y fines extrafiscales, como intervenir en la economía, lo social y lo político. Administra dos variables fundamentales: ingresos y gastos, presentes tanto en el sector público como en el privado aunque con diferencias en su actividad financiera.
This document summarizes Fife, Scotland's financial and business services sector. It notes that Fife has over 26,000 businesses in financial and business services, accounting for 15.8% of all Scottish businesses. It also highlights several major companies located in Fife, including Sky, Lloyds Banking Group, and Sainsbury's Bank. The document promotes Fife's connectivity, lower costs of doing business, and support for businesses through grants and training as reasons for companies to locate there.
The report summarizes the results of the 12th Waseda-IAC International e-Government Ranking Survey conducted in 2016. Singapore ranked first overall, followed by USA, Denmark, Korea, and Japan as the top five. The report includes analysis of rankings by 10 indicators, by region and organization, and highlights of the survey findings. Key points highlighted include the increasing focus on citizen-centric e-government services, the importance of mobile government, and the need for improved cooperation between central and local governments. The report analyzed trends in 65 countries and included methodology details.
La Asociación Soño Rural se fundó para promover el desarrollo rural sostenible en la región, buscando mejorar la calidad de vida de las comunidades a través de proyectos productivos y educativos que preserven el medio ambiente.
Observatório da Cultura Digital - Conexões Científicas 2010: Dinâmica da Comu...AcessaSP
1) O documento analisa os processos de comunicação em projetos de tecnologia da informação e comunicação para o desenvolvimento.
2) Utiliza uma abordagem sistêmica baseada na teoria dos sistemas de segunda geração para entender as interações entre parceiros dos projetos.
3) A metodologia proposta mapeia a estrutura da rede de parceiros e analisa o nível de diálogo entre eles para entender como afetam o desempenho dos projetos.
This document contains the text of a Catholic mass. It includes prayers, readings from scripture, and hymns sung by the congregation. The key events summarized are:
1. The mass includes prayers for those preparing for baptism at Easter, for the sick who will receive the Holy Oils, and for those who have died.
2. Readings are presented from Exodus about the first Passover and from 1 Corinthians about Jesus instituting the Eucharist at the Last Supper.
3. The Gospel reading recounts Jesus washing the disciples' feet at the Last Supper and commanding them to love one another as he has loved them.
4. The mass focuses on commemorating Jesus
- GoPro faced challenges in 2015 with declining sales, revenues and market share as competition increased. The company's stock price has steadily declined.
- GoPro's new strategy over the next 24 months will focus on continued investment in R&D for new hardware/software and content creation. It will also develop strategic partnerships and original content to build brand awareness outside of action sports.
- Executing this strategy involves improving the user experience, fostering major sports partnerships, getting cameras in the hands of artists, and launching new products like the Karma drone and Hero Session camera. This aims to transition GoPro to being a media company and regenerate interest in the brand.
MemoryFlicks is a startup that aims to create, store, and share short videos and live events through a patent-pending process. It will offer uploading, editing, and sharing of videos and photos for storage on a web server. Users can choose to share content with others through various delivery methods. The business model involves setting up focused websites for sports and hobbies to attract specific user groups and advertisers. Main revenue sources will come from subscriptions and advertising on the sites and during content sharing. If successful, MemoryFlicks has the potential for viral growth through engaged users sharing content within their communities.
Rogue Integration is a marketing agency that specializes in authentically connecting brands with consumers to create new customers and brand ambassadors. Rather than traditional marketing, Rogue seeks distribution channels and uses ethical, accountable, and responsible solutions like viral programs and event activation. The agency is led by Otto Nebel and Gregg DiLeo, who have experience developing brands in motocross and snowboarding. Rogue has worked with clients like Hansen's Natural to implement sampling programs and social media management that increased sales in new channels.
Rogue Integration is a marketing agency that specializes in authentically connecting brands with consumers to create new customers and brand ambassadors. Rather than traditional marketing, Rogue seeks distribution channels and uses ethical, accountable, and responsible solutions like viral programs and event activation. The agency is led by Otto Nebel and Gregg DiLeo, who have experience developing brands in industries like motocross and snowboarding. One example project involved creating a viral social media campaign and sampling program for an energy drink in Southern California that increased sales and generated new distribution channels.
Rogue Integration is a marketing agency that specializes in authentically connecting brands with consumers to create new customers and brand ambassadors. Rather than traditional marketing, Rogue seeks distribution channels and uses ethical, accountable, and responsible solutions like viral programs and event activation. The agency is led by Otto Nebel and Gregg DiLeo, who have experience developing brands in industries like motocross and snowboarding. One example project involved creating a viral social media campaign and sampling program for an energy drink in Southern California that increased sales and generated new distribution channels.
Gamification involves using game design elements in non-game contexts to motivate behavior change. The document discusses the growth of the gamification market and provides examples of how Coca-Cola and Siemens have successfully used gamification. While gamification can be effective, the document cautions that poor game design is a common reason why gamification initiatives fail to meet business objectives. It emphasizes identifying business problems and designing effective game elements and mechanics to drive desired behaviors.
The document discusses how gamification tactics from gaming are being used in recruiting to create better incentives and engagement. It provides examples of how companies are using laddering and rewards, digital currency, badges, and tribal connections to target potential job candidates. The document advocates designing reward programs and studying where your target audience spends time online to understand how gaming concepts can be borrowed for recruiting.
This marketing plan aims to increase brand awareness and social media engagement for Motion Sphere, a simulation and virtual reality company. The plan outlines strategies for optimizing Motion Sphere's presence on key social media platforms like Facebook, Instagram, and YouTube. It also recommends pursuing traditional marketing approaches such as sponsoring esports events, exhibiting at industry conferences, and establishing new partnerships. The goal is to strengthen Motion Sphere's online and offline presence globally in a cost-effective manner through consistent social media posting, improved website SEO, video content creation, and other relationship-building initiatives.
This document discusses the importance of developing buyer personas to help focus marketing and sales efforts. It defines buyer personas as representations of key customer segments, created through qualitative and experiential analysis to understand why and how customers buy products. Well-developed buyer personas extend customer discovery by including demographic, behavioral, and psychographic characteristics to represent real customers that can be used across marketing programs. The document provides examples of buyer personas for different types of companies to demonstrate how personas define customer segments and their goals, motivations and behaviors to align messaging and programs.
Diante desse mercado e oportunidade, desenvolvi com objetivo de analise acadêmica esta apresentação que traz uma visão de estratégia de Branding e Marketing Digital para a marca Riot e seus produtos.
This document discusses digital marketing strategies. It defines digital marketing as promoting products and services using digital channels like websites and social media instead of traditional channels like television, print, and radio. It discusses how consumers are overwhelmed with marketing messages and have developed ways to tune them out. It then outlines how marketers are adjusting to this by using strategies like internet marketing, mobile marketing, social media marketing, and viral marketing. Specific examples are given of how sports and entertainment properties use these digital strategies.
Sports sponsorship is one of the few tools offering complete,
across the board opportunities to marketing professionals.
Competitive events transcend traditional language and overcome cultural and linguistic barriers, speaking in a uniform and consistent manner to wide-ranging audiences. Sport, adored in all its diverse manifestations, is the perfect partner for all the marketing activities of a company – from visibility to positioning, from the conquest of new markets to strengthening relations with customers.
And more than that, because the brand name/company becomes an integral part of the show, it can bypass the psychological barriers that the viewer erects against traditional advertising and is thus particularly effective in creating preferences for companies and products.
In the following pages we offer 10 tips for maximising the
effectiveness of sponsorship and sports marketing programmes.
www.rtrsports.co.uk
Zemoga is a full-service digital innovation agency founded in 2001 with offices in New York and Bogota, Colombia. It employs over 130 people and provides services such as innovation and strategy, interface design, application development, social media applications, game design, online marketing, and analytics. Zemoga works with both agency and corporate clients across industries such as pharmaceuticals, retail, automotive, consumer goods, and media/entertainment.
10 Retailers Win 2014 Channel Innovation Awards
For the fourth year, Retail TouchPoints is proud to present the Channel Innovation Awards. This award program is designed to honor retailers who are achieving cross-channel success in today’s challenging retail environment.
This year’s 10 winners run the gamut of industry segments, from apparel and toys to wine and home improvement products. They are both U.S. and internationally based retail companies. Most of the winners are selling their products via both brick-and-mortar and e-Commerce web sites, in addition to mobile web sites and other channels.
The 2014 winners’ latest efforts are centered on improving the business through targeted channel strategies. Those strategies feature in-store mobile and digital technology innovations; social media efforts; personalization programs and more. All winners are successfully integrating the benefits of successful channel marketing and services to their customers, and delivering impressive results.
2014 Retail TouchPoints Channel Innovation Award Winners include:
Platinum winners:
-Stage Stores
-Clarks Footwear
Gold winners:
-bebe
-Build.com
Silver winners:
-Toys R Us Canada
-Kidrobot
-Sears
Bronze winners:
-B&H Photo
-Wine Enthusiast
-Country Club Prep
The document provides an overview of Under Armour's marketing campaign. It discusses the company's history beginning in 1996 in Baltimore and its focus on innovation in sportswear. It then analyzes Under Armour's target markets, including a potential focus on Gen Z and millennials. Finally, it proposes strategies for the promotional mix, including social media marketing, television advertising, and influencer marketing.
Gamification of location based servicesAaron Strout
My presentation from the Social Strategies and Community 2.0 2011 Conference on the "gamifying" elements of location based services and how businesses can tap into these insights.
This document provides an integrated marketing communications plan for GoFobo, a company that facilitates advanced movie screening events. The plan includes an industry and competitive analysis, segmentation of target audiences, and objectives. It proposes an IMC mix utilizing user forums, social media, loyalty programs, contests, SEO/SEM, and other strategies. Metrics are outlined to evaluate effectiveness, focusing on engagement for each channel. The budget request is $60,000 to implement the year-long plan with the goals of gaining new users, retaining current users, and increasing time spent on the site.
The document discusses a panel on using gamification to drive user engagement on social media. The panelists include representatives from CMT, Edelman, The SuperGroup creative agency, and Badgeville. They provide examples of how brands like Quilted Northern and CMT have successfully used gamification through social games and rewards to increase video views, item use, gifts sent, and other metrics. The panelists also discuss when and why brands should consider gamification, how to measure success, strategic models, target audiences, industries it works best for, examples of failures, and the future of using gamification in areas like education, social causes, and the workplace.
1. Prepared By:
MARY CALDERON, CHARLIE RUSSEL, AARON DIGENOVA, SAMANTA ROSAS, ROSE WALSH | FEBRUARY 2016
Heroes on the Go
GOPRO RENTAL AND EDITING SERVICE
MCCLOSKEY BUSINESS PLAN
2. Executive Summary
Heroes on the Go™ is the practical and accessible solution for sports fanatics
everywhere who are frustrated by an inability to adequately and uniquely capture their
experience. The company rents high-quality GoPro cameras to sports fans throughout
the game weekend and provides the option for consumers to buy an editing service. By
conducting a soft launch of the services in South Bend this past football season, the
company was able to prove the concept by making sales and establishing a relationship
with Fighting Irish Digital Media, who would send us their highlight footage for each
football game. We used this professional footage to help sell Heroes on the Go’s
editing service, thereby expanding the service to be a truly unique product for sports
fanatics looking to remember not only their experience in the stands and at the tailgates,
but also the big plays and outcome of the game. When a customer buys the editing
service, the product delivered the next day is a DVD (or USB, depending on customer
preference) of a 5 minute, professionally-cut video with both the highlights of the games
and the personal experiences, along with a full reel of raw footage the customer took
during the weekend and/or game day.
We are confident in the scalability of the business through the combination of this
and next season’s profits and seed funding. We plan to launch a franchise model that
will provide the reach necessary to make Heroes on the Go a memorable brand in
audience sports photography. The company will prioritize the development of
relationships and partnerships with universities and professional sports franchises in
order to provide their spectators with the unique opportunity to record and share their
experiences though Heroes on the Go’s rapid rental and editing model.
3. Company Overview
Heroes on the Go is a team of five extremely capable senior business students
who have spent much of their time in the student section and at tailgates throughout
their college careers. Sparked by an idea in an entrepreneurship class, the project
team decided to take their homework to the real world, building a website with full
ecommerce capability, building a small inventory of GoPros, conducting hundreds of
interviews, frequenting student meetings to pitch the product, closing deals at tailgates,
building video prototypes, and contacting Fighting Irish Digital Media to set up a
partnership to differentiate the product. The founding team is pictured below, and
includes (left-to-right) Mary Calderon (Management/Entrepreneurship/Spanish), Rose
Walsh (Management/Entrepreneurship/Political Science), Charlie Russell
(Finance/Entrepreneurship), Samantha Rosas (IT Management/Entrepreneurship) and
Aaron DiGenova (Finance/Entrepreneurship).
The team works well as a cohesive unit and divides roles into the categories of:
tech/video editing, web/social media outreach, finance and budgeting, sales, customer
support, and university/organizational outreach and partnerships. The team does not
plan to hire more students in the upcoming football season, but does hope to expand
the brand by appointing campus representatives to further brand recognition.
Mary Calderon (Director of Operations) has a knack for detail and has
established herself as a strong administrative presence. Samantha Rosas (CTO) is the
leader of the video editing and technology arms, constantly innovative with the online
sales platform and web design. Charlie Russell (CEO) guides the team’s direction and
is the mind behind the original idea. Rose Walsh (President) takes her work to the field
to prove and improve the product suite and consistently deliver impressive sales. Aaron
DiGenova (CFO) brings a strong analytical talent and leads the company’s financial
operations and direction. Beyond working well together professionally, the team brings
diverse perspectives to new markets and is constantly looking for ways to improve their
product and impact the community.
4. Initial Offering
Heroes on the Go’s central business operation is the rental of GoPro cameras at
big-ticket sporting events, and provides an upsell in the form of a professional editing
service for camera renters. Customers are given the option to rent for 24 hours (game
days), rent for the game weekend (Thursday to Monday), buy a personalized
professionally-edited video, or to buy a GoPro camera with the inclusion of the
professional editing service. The full suite of offerings and names of the packages is
included in the print advertisement below.
Because of Heroes on the Go’s nature as a lean startup, the company had an
inventory of GoPros in a variety of models, but lacked the availability of the latest model
for every interested customer. The team had one top-of-the-line model (Hero 6) and 6
other Hero 4’s, including one in-package from a prize the company won in a business
competition. The company’s website has a fully-functional ecommerce platform, but
because of the youth of the organization, customers preferred to buy in-person, where
they could interact with the cameras, receive a demo on how they’re used, and watch
the edited videos of other customers. The Heroes on the Go team would set-up a table
outside of the Eck Visitors center on Thursday and Friday afternoons in hopes of selling
out in those two days. If cameras are left over after those days of sales, the team plans
to distribute the remaining cameras throughout tailgates until they are also sold out.
This grassroots and mobile model allows for impulse buys, and the team’s status as a
student-run company helps to validate trust from alumni and visitors frequenting the Eck
Center throughout the football season. During the beta testing phase, the company
also sold on-campus by talking to students at Hall Councils, club meetings, pitch
competitions, and to just about anyone else who would listen. The marketing was aided
by a strong social media presence and outstanding reviews from past customers.
The team made a critical move in establishing a relationship with Fighting Irish
Digital Media (FIDM), so that the editing service would be differentiated from other
online services that do not have access to the professional footage from the field. This
relationship provides Heroes on the Go with a unique position in the video editing
market and will be critical for the sales of the editing service.
5. The team’s experience as Notre Dame students also helps the company
distinguish itself from competitors, as the company lives and studies with the largest
pool of potential customers. The team’s composition of current students (and shortly,
alumni) also facilitates sales of the product, given that Notre Dame football fans are
naturally more trusting of those from within the Notre Dame ‘family.’
Heroes on the Go’s initial product and service offering was successful because of
the relentless effort of the team to spread the word about the service and make sales.
The price points were well-researched throughout the Go to Market class, from which
the product was originally born, and the idea has become both substantiated and
proven through a long process of adjusting and pivoting. While the company still
entertains the idea of diversifying the product offering (using different camera models,
franchising to other universities, using the mobile model to target the presence of
conferences and concerts in Chicago), the organic growth of the business has provided
sufficient reason to keep the model tight and focused on its current offering at Notre
Dame, at least for the upcoming season.
Market Opportunity Analysis
Overall, Heroes on the Go’s target market focuses on older millennials who are
avid sports fans. Our Total Available Market (TAM) is the millennial generation. This
generation, which includes those aged 20 to 37 years old, make up 24.5% of the US
population1. This percentage is based on US Census Bureau population projections,
and by 2020, 24.5% of the US population will provide 81,804,520 possible customers in
the market. Additionally, roughly two thirds of Americans follow sports, and while
football, baseball, basketball, and hockey are thought of as the “big four” American
sports, Mintel data show that college football has a larger following than nearly all
professional sports evaluated. 35% of sports fans follow college football and 50% follow
professional football2. This explains our focus on college sports - namely football and
basketball. This niche also happens to be very familiar to our team, as we have been a
part of it for the past four years. In the more distant future, we do hope to market to a
larger customer base in professional football. The percentage of millennials that have a
strong interest in sports make up our Served Available Market (SAM). We will also
target older millennials based on income, especially considering that this is a significant
factor in determining the amount of disposable income available. Median household
income among older millennials is $51,381. This target market will prove more than
sufficient, since millennials are projected to grow 2.7% by 2019. They are also projected
to account for 30% of retail sales in the US3.
Technology has impacted sports by changing the way fans follow their favorite
teams. This has also subsequently led to the precedence of digital marketing. Modern
fans expect to be targeted online and increasingly expect leagues to offer a seamless
1
http://academic.mintel.com.proxy.library.nd.edu/insight_zones/15/
2
http://academic.mintel.com.proxy.library.nd.edu/display/716818/
3
http://academic.mintel.com.proxy.library.nd.edu/display/695044/#figure1
6. experience across various devices and platforms4. Heroes on the Go can undoubtedly
provide the seamless experience that millennials are looking for. We believe that we
can create a differentiated offering that allows experienced GoPro users to edit their
own raw footage at a lower rate. For the casual fan, we will offer a premium offering
that requires no effort by the user other than filming. For example, we believe that the
“Heisman Package” may be appealing to alumni who have not used a GoPro previously
but love the product. With this package, Heroes on the Go would be a certified reseller
of GoPros and the customer would be permitted to keep the GoPro Hero 4 at the end of
the weekend. We would then capture the additional margin on the resale of the product.
The barriers to entry for Heroes on the Go include the existing competition and
the permits required to bring our service to campuses and other professional sporting
events. Though our all-inclusive service is new to an otherwise largely untapped market,
there are some competitors who offer parts of our services. XCut can edit your raw
footage from 2 hours down to 2 minutes for $69.99 and Borrowlenses rents the
equipment out to you (which takes 3-5 days for shipping). However, both of these
services still require the customer to contemplate the purchase and wait for their
products. Heroes on The Go is taking all the guesswork out and making it easy for
users to both capture high quality pictures and videos and have them delivered in a
quick and easy way for immediate upload to favorite social networks.
Business Model Rationale
An average football weekend at Notre Dame sees between 50,000 to 125,000
aficionados which translates to possible customers. Our target market is coming to us!
Heroes on the Go will acquire customers through kiosks which are strategically placed
at high traffic areas around campus. All transactions will be done electronically and we
will ask customers or anyone interested to join our mailing list.
Maintaining a close relationship with our customers is key. We will have monthly
newsletters which will increase in frequency up to weekly depending on the proximity of
on campus events. Our services are ideal for football weekends but we also see a huge
potential with other on campus events like Junior Parents Weekend, Senior Week,
reunions, donor visits with personalized messages, the possibilities are endless.
Besides newsletters we want to create a personalized feel to Heroes on the Go so we
will send handwritten thank you letters with the final product, surveys of satisfaction, and
even birthday congratulations because we want every customer to feel appreciated as
they should be.
Heroes on the Go is a product that some may see as a trend but we recognize
the potential in a new way sharing memories. We are capturing once in a lifetime
moments and we want our customers to share their experiences so social media
platforms will also help reach new customers. Since the finished video will be ideal for
posing on social media, we will have our website and Facebook page at the end of all
edited clips so every view can be a new potential customer.
4
http://academic.mintel.com.proxy.library.nd.edu/display/716818/
7. We will have 2 main distribution channels: our website and kiosks. Our website
will serve to advertise and inform our potential customers of the services we render.
Here anyone can find detailed information as to what Heroes on the Go does and can
even rent out their GoPro and our editing services. At the end of all videos we will link
our website to create traffic. Through paid social media advertisement we will also
entice our market. Advertising on the web through Facebook cost $5.00 for 260-650
sponsored views to your target audience. As our rendered product can be shared
through social media, this will also create free advertisement from our customers to their
circle of friends. Our kiosks will be mobile with a low overhead cost. The kiosks will be
manned by 2-3 workers near the most circulated areas like outside the stadium gates
and the guest welcome areas. Through these two channels we will be able to reach
audiences online through a premeditated purchase and those impulse buyers through
our kiosks.
Partnering with Notre Dame is the first step and we have already done so with
the Media group granting us rights to use their professional footage. We still need to
assess our costs for kiosks and present this to the University. We believe in partnering
with the University, we are allowing people who have never set foot on campus to
experience a weekend here through someone else's eyes. Through this partnership, we
will be the only ones in this market granting us this competitive advantage. Exclusivity
will raise barriers to entry for other competitors who enter later. Our services add value
to the image this University has by enticing others to take part in a weekend experience
here. Heroes on the Go further emphasizes former Irish coach Lou Holtz quote, “If
you’ve been there, no explanation is necessary. If you haven’t, none is adequate”.
In trying to determine what revenue strategy to use, we first needed to define the
process that would be used to acquire the first customer, then the next ten. We also
needed to do further research to determine the length and behavior of the sales cycle
for similar ventures. We found that a significant burden would fall on the marketing
department. In order for our business to capture its first customers, we would need to
get our name out there. This would require an upfront cost to build a marketing
campaign via social media, PR, Ads, and blogging. After coming to this conclusion, we
decided that we would build the business slowly, regardless of how successful that
product is. This is because the sales cycle for startup companies like our own often has
a steep, but brief, increase in sales, generally as a result of hidden obstacles. After that
brief climb in sales, they decrease significantly and stabilize until the business has
reached an equilibrium point between costs and revenue.
What we at Heroes on the Go came to realize is that the cost of customer
acquisition, otherwise known as the cost to initially bring in the customer, needs to be
roughly ⅓ of the customer’s lifetime value to the firm. We believe that by pricing our
product fairly, and offering premium bundles in addition to the economy packages, we
will be able to make steady revenue through a basic rental and editing fee structure. We
hope to also engage asset sales as a revenue stream once we have established
ourselves but as previously mentioned we do not want to grow too quickly. Ultimately,
our conservative pricing framework and basic revenue strategy previously described, in
combination with our marketing strategy and emphasis on slow, will allow us to build a
strong customer base in just a few months.
8. While an exact market size is difficult to determine, we believe that we can
estimate it based on a typical Notre Dame Football weekend. With a stadium that seats
roughly 70,000 fans we believe that approximately 10,000 fans each weekend would be
a part of our beachhead segment. Of those fans we believe that we can successfully
reach 100 of them on a given weekend to rent a GoPro for game day. Over the course
of an entire football season this translates to about $40,000 in revenue before costs are
taken into account. With more than one hundred and twenty division one football
programs it becomes clear that the market opportunity is enormous. This analysis also
does not take into account potential partnerships with the NFL, NBA or college
basketball. While this is encouraging it is also important to remember that this
opportunity being captured requires a coherent strategy, proper pricing, consumer
demand and strategic partnerships for exclusive footage.
Go-To-Market Strategy and Goals
As previously discussed, the Heroes on the Go value proposition is to help young
sports enthusiasts who want to commemorate their experiences but do not want to go
through the hassle of purchasing a GoPro and editing the footage themselves. Under
the As-Is proposition, consumers use their own cameras or iPhones to capture
memorable moments at sporting events, but very rarely do they have the time or
patience to record videos of the tailgates or games. Oftentimes, “Kodak” moments from
the game or the pregame festivities fail to be captured and the opportunity is lost
forever. With our new model, the only real effort required of the customer is renting the
GoPro and wearing it while they walk around campus, visit their favorite bars or spend
the day tailgating. The spontaneous moments that may have been missed before are
captured all without the disruption of breaking for a picture. Most importantly, the user
has a high quality video shipped to their door or emailed to them electronically within a
few days of the game. This video includes exclusive footage obtained by Heroes on the
Go that will make their video shine in a way it never could otherwise. The final product
is a video that can be kept forever and shared with friends. Our GoPro Rental and
Editing Service provides both the equipment and the specialty video editing to these
individuals at an affordable cost.
9. Initially, we looked into dividing our target market into four categories: teens,
young adults, adults, and baby boomers. The reason for the distinction is that each
segment has varied interest in cameras and services and different pains and levels of
disposable income. We then looked at the activities of each segment and determined
that the younger demographic prefers outings and vacations, while the older
demographic is more family-oriented. Finally, we focused in on all the potential events
that our target consumers would most likely take pictures at, and from that research we
established the beachhead strategy represented below.
After several pivots, we concluded that young sports enthusiasts would have the
most disposable income, the most impulse purchases, and the most skill and familiarity
with GoPros. For this reason, our beachhead strategy will be to target the young sport
enthusiast segment. After proving that the model is successful, we will expand later into
other segments such as concerts, shows, weddings and reunions.
The revenues for Heroes on the Go will primarily derive from the GoPro
video camera rental and editing fees. We have run our first beta test and are expecting
slow growth for the first few years as the brand is developed, but our goal is to prove the
concept during the 2016 Notre Dame football season and to subsequently move on to
basketball. By 2017, we expect to move beyond Notre Dame to UNC and Duke and to
switch back and forth between campuses depending on who has the bigger game at a
given time. To gain brand recognition, we will continue to leverage word of mouth, social
media posts of new videos, and blogging on our website.
Feasibility: Metrics That Matter
We at Heroes on the Go plan to gather revenue using the following three
methods: Venmo, Square, and Cash transactions. We believe that these methods of
accepting payment are the most efficient ways to gather income because they are both
secure and immediate. Cash is the most desirable method of gathering revenue
because the payment is instantaneous and because there is no risk of having the
transaction refuted after the fact. Once the sale is made and the contract signed, the
deal is final and non-refundable. Similarly, once a consumer’s Venmo account is
10. activated and linked to his or her bank account, it is a quick, simple, and secure process
to transfer funds from the consumer’s account to ours.
Again, this method ensures that the funds are received
instantaneously and without risk of later dispute.
Our final method, Square, is a credit card reader for the
iPhone. This method would likely be the most popular and,
like the previous two
methods, would allow us to
immediately charge the
consumer. We considered
allowing consumers to write
checks as an alternative to
using these three methods,
but, ultimately, we decided against this policy
because we believe there is too much risk
involved. It is both difficult and costly to track down customers that provide bad checks
and eliminating the option to write checks altogether negates all the associated
problems.
Based on our conservative projections, we expect to see sales of around
$440/game, assuming we have 6 GoPro cameras. Our initial fixed costs will be
$125/camera, for the basic GoPro Hero, and our variable costs will be $20/month, for
our website domain. Moreover, because our leverage creation activities will consist
primarily of word of mouth, PR, social media, and blogging, we also project $0 in
additional advertising costs. Next football season, we plan to invest a total of $750
(upfront) for the GoPro cameras and $90 (cumulative over 3.5 months) for the website
domain, resulting in a season cost total of $840. Our total sales for the season,
however, would be $2,640, resulting in an end-of-season profit of $1,800. Assuming this
model is a success, we plan to acquire more cameras for future games.
This model has already been tested in a beta round and has been proven
successful preliminarily. The company email and website are fully functional and the
rental agreement has been finalized to ensure the company against damages due to
11. negligence. As we adjust for the future, we will further leverage our website, social
media accounts, and emails to follow up with past customers and to send out videos.
We will also work to continue our relationship with FIDM. See the most recent video
here: https://www.youtube.com/watch?v=b5tzU7AkyBY&feature=youtu.be.
Appendix: Financials, Pro Forma and Key Facts
Pro Forma Income Statement
Year 0 1 2 3 4 5 6
Schools Served 5 14 21 27 32 35
Total Revenue
$
168,000
$
470,400
$
712,320
$
905,856
$
1,060,685
$
1,184,548
Cost of Customer
Videos
$
73,500
$
205,800
$
311,640
$
396,312
$
464,050
$
518,240
Gross Profit
$
94,500
$
264,600
$
400,680
$
509,544
$
596,635
$
666,308
Purchase of
Cameras $ 25,000
$
45,000
$
56,000
$
84,800
$
107,840
$
126,272
$
-
Purchase of Kiosks $ 5,000
$
9,000
$
7,200
$
5,760
$
4,608
$
3,686
$
-
Marketing Expense $ 5,000
$
33,600
$
94,080
$
142,464
$
181,171
$
212,137
$
236,910
Operating Profit $ (35,000)
$
6,900
$
107,320
$
167,656
$
215,925
$
254,540
$
429,399
Earnings Before
Taxes $ (35,000)
$
6,900
$
107,320
$
167,656
$
215,925
$
254,540
$
429,399
Present Value of
Net Income $ (35,000)
$
4,313
$
55,896
$
72,767
$
81,493
$
83,537
$
122,542
NPV First Six Years $ 385,548
Terminal Value $ 823,762
% of Total Value
that is Terminal 68%
Total NPV of
Project $ 1,209,310
12. Key Assumptions
Revenue Per Customer $ 80
Games Per Season 6
Kiosk Cost $ 1,000
Cost to Make Video $ 35
Marketing Reinvestment 20%
Initial Costs
Initial Investment for Cameras $ 25,000
Initial Data Acquisition Costs $ -
Initial Marketing Costs/SEO $ 5,000
Revenue Model
Annual School Retention Rate 80%
Perpetual Rate of Growth 6%
Opportunity Costs of Capital
Opportunity Cost of Capital (early) 20%
Opportunity Cost of Capital (middle) 15%
Opportunity Cost of Capital (perpetual) 12%
Other Variables
Average Revenue Per Customer
$
80
Annual Algorithm Maintenance Fee $ -
Annual Legal and Other Fees $ -
Marketing Costs (as % of Revenue) 20%
Variable Costs Per Existing Customer
$
35
Average Tax Rate 25%
Customer Acquisition
Size of Market (per school) 70,000
% Interested in a GoPro 5%
% Captured by Heroes on the Go 2%