IPenable provides engineered solutions for device manufacturers and utilities focused on advanced metering infrastructure (AMI), distribution automation (DA), and smart infrastructure. Their solutions embed low-cost, reliable IP communications modules into devices to improve connectivity and allow new services. They combine best-of-breed hardware, software, and services to help manufacturers quickly integrate communications. IPenable sells to AMI, DA, and infrastructure vendors and utilities through prospecting, conferences, associations, and providing architectural roadmaps. Their solutions leverage partners like Cisco and Verizon for wide area networking.
Startupfest 2012- Random Acts of Marketing are Killing Your StartupStartupfest
Marketing is a big term that covers lead generation, media relations, content marketing, social media, messaging, sales support and a huge heap of other things. Most startups have a puny budget and few (if any) dedicated marketing folks to get this stuff done. Yet many manage their marketing efforts more like a random to-do list than an integrated program. In this talk we’ll talk about the common pitfalls of disorganized startup marketing execution and outline a lightweight template for creating a marketing plan that makes that most of your limited marketing resources.
It's not easy to build a content marketing programme that gives customers what they need at every stage in their buying process and measures ROI in a meaningful way. Here's my way of doing it.
Successful Brand Management: Moving from a Product-Centric Focus
to a Customer-Centric Business Model by Susanne Kushner at SVPMA Monthly Event May 2002
I was very intrigued by the article in the Harvard Business Review, and I wanted to share this with the rest of the world.
If you are in Sales, you definitely want to look at this.
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...Kikuyu Daniels
Is the communication of value important in the licensing of patented inventions?
Most technology transfer professionals would answer that it is indeed important. When these same professionals are asked how much time they spend marketing patented inventions relative to their involvement in other licensing related activities, there is often hesitation before an answer is offered. Most technology transfer professionals really do not think of the work they perform as involving “marketing” per se. The daily demands of evaluating invention disclosures, patenting inventions, and negotiating license agreements often overshadow the outreach or communication efforts necessary to find new companies suitable to license the inventions. Even so, the importance of identifying and communicating the value of the intellectual property to companies who demonstrate the ability to turn the inventions into commercially successful products as a part of the overall licensing business model simply cannot be overstated.
The specific subset of marketing that involves communication of value for the purposes of demand creation is called marketing communications. This presentation highlights close yet often overlooked relationships between basic concepts of traditional B2B marketing communications and the marketing of early stage technology for purposes of licensing inventions for use in the market as new products and processes. It was developed with University Technology Transfer in mind, but the concepts and techniques presented may prove useful for non-profits, government agencies, and others who license their intellectual property to companies for further development into commercial products.
I gave this presentation in a workshop format at the Massachusetts Institute of Technology TLO (Technology Licensing Office) in April of 2009. I have since revised it and placed here for public viewing. I am interested in any feedback and comments, especially from tech transfer and technology marketing professionals. Please post your comments or private message me with your thoughts regarding this topic and on the presentation itself.
Many thanks to Jane Muir, Associate Director of the Office of Technology Licensing at University of Florida, for sharing with me her wealth of experience in teaching marketing and communications to Technology Transfer Professionals.
Building your marketing machine for this century required different tools and thought processes. We discuss the foundation you have to put in place to build a great business development machine in this presentation given to Sage Australia/New Zealand at the Partner Insights Summit.
Startupfest 2012- Random Acts of Marketing are Killing Your StartupStartupfest
Marketing is a big term that covers lead generation, media relations, content marketing, social media, messaging, sales support and a huge heap of other things. Most startups have a puny budget and few (if any) dedicated marketing folks to get this stuff done. Yet many manage their marketing efforts more like a random to-do list than an integrated program. In this talk we’ll talk about the common pitfalls of disorganized startup marketing execution and outline a lightweight template for creating a marketing plan that makes that most of your limited marketing resources.
It's not easy to build a content marketing programme that gives customers what they need at every stage in their buying process and measures ROI in a meaningful way. Here's my way of doing it.
Successful Brand Management: Moving from a Product-Centric Focus
to a Customer-Centric Business Model by Susanne Kushner at SVPMA Monthly Event May 2002
I was very intrigued by the article in the Harvard Business Review, and I wanted to share this with the rest of the world.
If you are in Sales, you definitely want to look at this.
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...Kikuyu Daniels
Is the communication of value important in the licensing of patented inventions?
Most technology transfer professionals would answer that it is indeed important. When these same professionals are asked how much time they spend marketing patented inventions relative to their involvement in other licensing related activities, there is often hesitation before an answer is offered. Most technology transfer professionals really do not think of the work they perform as involving “marketing” per se. The daily demands of evaluating invention disclosures, patenting inventions, and negotiating license agreements often overshadow the outreach or communication efforts necessary to find new companies suitable to license the inventions. Even so, the importance of identifying and communicating the value of the intellectual property to companies who demonstrate the ability to turn the inventions into commercially successful products as a part of the overall licensing business model simply cannot be overstated.
The specific subset of marketing that involves communication of value for the purposes of demand creation is called marketing communications. This presentation highlights close yet often overlooked relationships between basic concepts of traditional B2B marketing communications and the marketing of early stage technology for purposes of licensing inventions for use in the market as new products and processes. It was developed with University Technology Transfer in mind, but the concepts and techniques presented may prove useful for non-profits, government agencies, and others who license their intellectual property to companies for further development into commercial products.
I gave this presentation in a workshop format at the Massachusetts Institute of Technology TLO (Technology Licensing Office) in April of 2009. I have since revised it and placed here for public viewing. I am interested in any feedback and comments, especially from tech transfer and technology marketing professionals. Please post your comments or private message me with your thoughts regarding this topic and on the presentation itself.
Many thanks to Jane Muir, Associate Director of the Office of Technology Licensing at University of Florida, for sharing with me her wealth of experience in teaching marketing and communications to Technology Transfer Professionals.
Building your marketing machine for this century required different tools and thought processes. We discuss the foundation you have to put in place to build a great business development machine in this presentation given to Sage Australia/New Zealand at the Partner Insights Summit.
Business Framework Value Proposition PowerPoint Presentation SlidesSlideTeam
Are you preparing to give PowerPoint presentation on business framework value proposition? Not finding the right designs and graphics? No worries! We present you, our predesigned and content ready business framework value proposition PowerPoint presentation templates. This customer value proposition PPT presentation will be useful for middle-level management to define company’s internal strategy to the senior level. It includes company overview, product, and services, elevator pitch, problem areas, find a solution, value proposition product & services, company revenue model & expense model. It also includes company’s growth strategy, competitive landscape, two product comparison, SWOT analysis, business shareholders pattern etc. Want to make PPT slides on business strategy, value proposition, personal value proposition, company values, customer value proposition framework, value proposition model and value marketing, employee value proposition, strategic management, value proposition model. You can deploy this value-focused enterprise model presentation. Download business framework value proposition PowerPoint presentation slides now. Get everyone to come to an agreement with our Business Framework Value Proposition PowerPoint Presentation Slides. It helps identify disputed aspects.
Creating Pipeline Through Use of a Sales Playbook (AA-ISP San Francisco 2012)...Ralph Barsi
Prospecting is essential for growing any business. It’s a vital part of conducting business that complements a company’s growth strategy and initiatives. Organizations whose salespeople use a playbook separate themselves from the rest of the pack. Not only do those organizations create pipeline essential to achieving revenue goals, but their salespeople master a skill that is lost on most sales teams.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
Business Driven Development is a development methodology based on communication between the business customers, the developers, and the testers. BDD encompasses many of the same practices as Specification by Example, Acceptance Test Driven Development (ATDD), Example-Driven Development (EDD), and Story Test-Driven Development (SDD). All these processes aid developers and testers in understanding the customer’s needs prior to implementation and allow customers to be able to converse in their own domain language
Presentation held at the Stockholm Value-Pricing Meetup on May 10, 2016 covering the basic ideas of value-pricing (value-based pricing), why it is in many ways superior to cost-plus or hourly billing and why you should adopt it.
Get a framework for building your campaigns that saves you hours.
Avoid the critical mistakes that leads most businesses to waste thousands of dollars on Adwords (and ultimately give up because it 'doesn't work').
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
If you're a startup founder, building your audience is as important as building your product. Here's my go-to-market framework adapted for pre-MVP startups. Presented at Le Camp Accelerator, Quebec City, Canada.
Sometimes SaaS companies are so focused on creating and improving the product, they neglect marketing it and improving the sales funnel. Companies without a marketing, PR, or growth team especially neglect it. Here, you'll learn five ways to increase your B2B SaaS revenue today.
Harnessing your customer truth from value propositions to sales propositions ...Futurecurve
Here we focus on approach and steps needed to create your Total Value Proposition
The difference between companies that are thriving and those struggling to survive is how well they harness and align their value to customers. There is a widening gap between what companies offer and sell and what customers actually value and are willing to pay for.
You can start to close this gap by truly understanding what your customers value, looking at your products or services and how you interact with customers – this determines your single ‘customer truth’.
B2B Value - Your salespeople are leaving money on the tableClaus Aasholm
If your sales people only sell on price it is likely because they do not understand value. This slide set will help you understand what your customers value above and beyond product and service.
Your marketing and sales messages are much stronger when you have a plan and a target. In this web seminar, we discussed the key challenges, market trends and business development cycle - and how to leverage them for success. You can view the webinar replay by sending an email and requesting access
Business Framework Value Proposition PowerPoint Presentation SlidesSlideTeam
Are you preparing to give PowerPoint presentation on business framework value proposition? Not finding the right designs and graphics? No worries! We present you, our predesigned and content ready business framework value proposition PowerPoint presentation templates. This customer value proposition PPT presentation will be useful for middle-level management to define company’s internal strategy to the senior level. It includes company overview, product, and services, elevator pitch, problem areas, find a solution, value proposition product & services, company revenue model & expense model. It also includes company’s growth strategy, competitive landscape, two product comparison, SWOT analysis, business shareholders pattern etc. Want to make PPT slides on business strategy, value proposition, personal value proposition, company values, customer value proposition framework, value proposition model and value marketing, employee value proposition, strategic management, value proposition model. You can deploy this value-focused enterprise model presentation. Download business framework value proposition PowerPoint presentation slides now. Get everyone to come to an agreement with our Business Framework Value Proposition PowerPoint Presentation Slides. It helps identify disputed aspects.
Creating Pipeline Through Use of a Sales Playbook (AA-ISP San Francisco 2012)...Ralph Barsi
Prospecting is essential for growing any business. It’s a vital part of conducting business that complements a company’s growth strategy and initiatives. Organizations whose salespeople use a playbook separate themselves from the rest of the pack. Not only do those organizations create pipeline essential to achieving revenue goals, but their salespeople master a skill that is lost on most sales teams.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
Business Driven Development is a development methodology based on communication between the business customers, the developers, and the testers. BDD encompasses many of the same practices as Specification by Example, Acceptance Test Driven Development (ATDD), Example-Driven Development (EDD), and Story Test-Driven Development (SDD). All these processes aid developers and testers in understanding the customer’s needs prior to implementation and allow customers to be able to converse in their own domain language
Presentation held at the Stockholm Value-Pricing Meetup on May 10, 2016 covering the basic ideas of value-pricing (value-based pricing), why it is in many ways superior to cost-plus or hourly billing and why you should adopt it.
Get a framework for building your campaigns that saves you hours.
Avoid the critical mistakes that leads most businesses to waste thousands of dollars on Adwords (and ultimately give up because it 'doesn't work').
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
If you're a startup founder, building your audience is as important as building your product. Here's my go-to-market framework adapted for pre-MVP startups. Presented at Le Camp Accelerator, Quebec City, Canada.
Sometimes SaaS companies are so focused on creating and improving the product, they neglect marketing it and improving the sales funnel. Companies without a marketing, PR, or growth team especially neglect it. Here, you'll learn five ways to increase your B2B SaaS revenue today.
Harnessing your customer truth from value propositions to sales propositions ...Futurecurve
Here we focus on approach and steps needed to create your Total Value Proposition
The difference between companies that are thriving and those struggling to survive is how well they harness and align their value to customers. There is a widening gap between what companies offer and sell and what customers actually value and are willing to pay for.
You can start to close this gap by truly understanding what your customers value, looking at your products or services and how you interact with customers – this determines your single ‘customer truth’.
B2B Value - Your salespeople are leaving money on the tableClaus Aasholm
If your sales people only sell on price it is likely because they do not understand value. This slide set will help you understand what your customers value above and beyond product and service.
Your marketing and sales messages are much stronger when you have a plan and a target. In this web seminar, we discussed the key challenges, market trends and business development cycle - and how to leverage them for success. You can view the webinar replay by sending an email and requesting access
7 Ps extended marketing mix - StrategystDaniel Lee
The 7 Ps extended marketing mix is a popular tool used by marketers. The 7Ps are used when planning marketing strategies.
Find out how to use the 7 Ps extended marketing mix when building a digital marketing strategy.
The 7 Ps are price, product, place, promotion, people, processes, and physical evidence.
Source: https://strategyst.co.uk/blog/7-ps-extended-marketing-mix-the-ultimate-guide/
You're Ready to Start Marketing. Now What? (Series: Digital Marketing Tips fo...Financial Poise
Business owners should certainly have a clear plan for their marketing and should understand which channels are the best fit for their marketing mix. However, there are a few more things that should be done, once it’s time to start marketing. As an example, it’s important to have Google Analytics setup on the company’s website. This will be incredibly beneficial for tracking success. It’s a free tool from Google, but it won’t work until it’s been added to the website’s coding. Upon completion of this episode, the business owner will discover a variety of marketing tips which will increase their online exposure and improve their ability to refine their marketing plan for greater results.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/youre-ready-to-start-marketing-now-what-2020/
What is a Market System?
A market system is the network of buyers, sellers and other actors that come together to trade in a given product or service.
The participants in a market system include:
Direct market players such as producers, buyers, and consumers who drive economic activity in the market
Suppliers of supporting goods and services such as finance, equipment and business consulting
Entities that influence the business environment such as regulatory agencies, infrastructure providers and business associations
A market system can be specific to a product (coffee, mangoes, dairy) or a cross-cutting sector (finance, labor, business development services). A market system’s strength depends on how well the participants obtain financing, launch businesses and adopt new technologies and best practices.
One example where TechnoServe has experience is the poultry market systemWhat is a Market System?
A market system is the network of buyers, sellers and other actors that come together to trade in a given product or service.
The participants in a market system include:
Direct market players such as producers, buyers, and consumers who drive economic activity in the market
Suppliers of supporting goods and services such as finance, equipment and business consulting
Entities that influence the business environment such as regulatory agencies, infrastructure providers and business associations
A market system can be specific to a product (coffee, mangoes, dairy) or a cross-cutting sector (finance, labor, business development services). A market system’s strength depends on how well the participants obtain financing, launch businesses and adopt new technologies and best practices.
One example where TechnoServe has experience is the poultry market systemWhat is a Market System?
A market system is the network of buyers, sellers and other actors that come together to trade in a given product or service.
The participants in a market system include:
Direct market players such as producers, buyers, and consumers who drive economic activity in the market
Suppliers of supporting goods and services such as finance, equipment and business consulting
Entities that influence the business environment such as regulatory agencies, infrastructure providers and business associations
A market system can be specific to a product (coffee, mangoes, dairy) or a cross-cutting sector (finance, labor, business development services). A market system’s strength depends on how well the participants obtain financing, launch businesses and adopt new technologies and best practices.
One example where TechnoServe has experience is the poultry market systemWhat is a Market System?
A market system is the network of buyers, sellers and other actors that come together to trade in a given product or service.
The participants in a market system include:
Direct market players such as producers, buyers, and consumers who drive economic activity in the market
Suppliers of supporti
Financial Advisors Have a Really Tough Challenge. First They Need to Ditch the Product Mentality and Create a Unique Marketing Message. Next They Need to Build a Platform That Seamlessly Integrates Modern Tools and Strategies.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Page 1IPe Confidential. All Rights Reserved
IPenable: IP Design and Innovation for the Smart Grid
2. OEP Overview
Peer evaluations for demo deck are different from the OAP reviews. This time you will evaluate each other more equivalent to the way investors
evaluate your work (Check out video on Acid Test for more information).
The Quality of the Presentation Grading range: 1-4. Please give one point for every criterion present.
• Is the presentation engaging? If yes, 1 point
• Does it present a compelling and interesting story about the team? If yes, 1 point
• Does the team give a convincing presentation that makes you excited about what they're doing? If yes, 1 point
• If you could invest or join them, would you? If yes, 1 point
• Market Grading range: 1-3 Please give one point for every criterion present.
• Has the team shown in a convincing way that this is a larger and growing market that they are pursuing? If yes, 1 point
• Did they analyze the market that they are selling into? If yes, 1 point
• Did they also collect some of their own data? If yes, 1 point
• Quality of the Business Model Grading range: 1-4 Please give one point for every criterion present.
• Did the team clearly explain how their business model works and how they would make money? If yes, 1 point
• Did the team appear to have tested their business model in the real world? If yes, 1 point
• Are they already making sales? If yes, 1 point
• Do you believe they could make sufficient money to earn good profits and cover their costs? If yes, 1 point
• Marketing Strategy Grading range: 1-4 Please give one point for every criterion present.
• Does the team appear to have the right marketing strategy? If yes, 1 point
• Have they narrowed in on the appropriate target market? If yes, 1 point
• Are they running marketing experiments and tracking their results? If yes, 1 point
• What is the quality of the marketing page? If yes, 1 point
• Quality of the Prototype Grading range: 1-4 Please give two points for every criterion present.
• Does the team already have a working prototype? If yes, 2 points
• Does it already have users or customers? If yes, 2 points
3. OEP Overview
• Now is the time to turn your previous work in the course into an Opportunity Execution Project.
• The Opportunity Execution Project gives your team the chance to think deeply about how to take your idea from a business plan on paper
and turn it into a real company. For your final team presentation you will submit:
• An executive summary: no more than a paragraph A 10 minute video, or 10 slides Your video should include a description of your product
and the business model, as well as your team and how you got here. For the latter, it is always helpful to tell an appealing personal story.
More specifically your video should include the following:
• Fundamental Problem. What is the fundamental problem you are solving for the end user of your product? What is the fundamental
problem you're solving for your customer (if it is different from the end user)? Give a quick recap of your OAP - just a reminder of your key
points and the takeaway.
• Product. What are you building or planning to build. A demo of your prototype if you have one.
• Team. How did you find each other? How did you get here? Try to tell an appealing personal story.
• From the following list, you should choose the ones that are applicable: Business Model. You now have had some more time to think about
your opportunity. Do you have any additional thoughts/changes about the business model?
• You should touch on each of the following aspects of your business model and what tests you did on each one:
Sales and Marketing Strategy. How would you sell your product? What distribution channels would you use? How would you create
demand for your product?
• Marketing
• As I mentioned on the videos, marketing starts with a thorough understanding of your customers and market segment as well as the type
of market (new, growing, mature). First brainstorm several potential ways to reach your target customers. Ideally you can involve potential
customers in your brainstorming. Then prioritize these marketing strategies into the cheapest and easiest ones to test out first.
• You want to carefully track these marketing campaigns so that you can later calculate your cost of user acquisition. How much did you have
to spend on each marketing campaign to get a single customer to buy? Or if they can't buy yet, how much did you have to spend to get
them to leave an email address? Then you can start to track which type of marketing strategies are the most cost effective? You might try a
campaign on facebook, hold a raffle, buy some google adwords, etc.
• The rubric for grading will fundamentally be about how carefully you thought through your marketing experiments and quantified them.
How many different types of marketing campaigns did your team try? Were these generated based on insights into what might work from
your customers? Did your team calculate your cost of user acquisition? If so, did you try some new tactics to lower it?
4. OEP Overview
• Sales
• If you have a consumer web product or if you have a physical product or are selling to other businesses your sales process may look very
different. Nonetheless, there will be some type of sales funnel or process. If you're selling to a business, who are the key decision makers?
What does their process look like for approving a sale? How long does it take? Can you brainstorm several possible sales strategies and
order them from cheapest and easiest to the most expensive. Start with the cheap or free ones (contacting your network). Can you try to
make a few initial sales? Which strategies or tactics seem to work best? Where to potential customers get stuck and why?
• Here you will be graded based on how well you experimented with the sales process (if applicable to your startup). Did you outline a few
sales strategies and track how well each of them worked, starting with the lowest cost ones? Did you actually make any sales? How clear
was it what your team learned from these experiments? Did it cause you to rethink any part of the business model? If you couldn't make a
sale, what did you learn that you need to change? How long is the sales process for your startup from start to finish?
• Partnerships
• Does your business model require partners? If you need a supplier or a distributor, can you reach out and talk to a few of them? What
information do they need? Are they potentially interested in partnering with you? If so, under what terms and conditions? What types of
firms seem to be most interested in partnering with you? Do you have bi-directional relevance that Alex Rampell speaks about?
• You will be graded here on how well you reached out to potential partners and how much you learned about whether they'd be willing to
work with your startup. How many partners did you meet with? DId you learn anything about which types of partners are interested in
working with you? Did you learn something about which partners you need to target first to be able to get to others?
• Distribution
• How will you distribute your product? Are there distribution partners you need to contact? Is your distribution through the web? How
much will setting up distribution channels cost you? Should you sell the product directly or through a third party or retailer? What is the
best way to reach your customers? Who can you talk with to learn the best way to set up distribution for your company?
• Here you will be graded on how well you reached out to potential distribution partners or experimented with a couple of different
distribution channels for your product. For a web product the distribution channel is the website along with how you deliver the service,
experience or how you get the product to the end consumer. How well did the team track what worked and what didn't in their
experiments and meetings here?
• Costs
• What are your costs and how can you get them to be as low as possible? See if you can estimate the cost of goods if you're producing a
physical product. If you have a service or a website, then how much will personnel cost you in the first year or two? How much will server
5. OEP Overview
• Revenue Model
• How will customers pay you and how much are they willing to pay? Is a subscription model better than a one time payment? Is it better to
rent to them or sell? Does a freemium model make sense and if so, what features will people pay to upgrade for? Run some tests with
customers to see what the best revenue model would be. Are you planning to make money through advertising? If so, contact a few
potential advertisers and see if they are interested and how much they would pay you. How many users do you need for them to be
interested in advertising on your site. Try to think outside of the box and not just rely on advertising-based business models. It's great if you
can have a few different potential revenue streams to test out. Are there other ways you might charge for the product or service? Which
might yield the most revenue? How do you know?
• You will be graded here on how well your team tested alternative possible revenue models. How will the team make money? Did you walk
through the entire process of how exactly a dollar moves from the customer's hands to the startup? Did the team brainstorm alternative
possibilities? If the team thought advertising was the right model did they actually talk to potential advertisers? If it was a monthly
subscription, could they get a few paying subscribers? Are the users and the paying customers different (like for Google)? If so, were both
sides tested? If the revenue model is lead generation, did the company actually try to get paid for generating a few leads?
• Risk.
• Regarding financial, technical, people, and market risks; which one is of most concern? Which would you choose to address first and why?
How would you manage or minimize each of the high- priority risks going forward?
• Partners and Allies.
• Who will be your major partners? How will your product be made? Will your company produce all of the parts, or will it use external
suppliers? How would you go about attracting these partners and allies to work with your company?
• Funding.
• How would you fund your venture? Would you bootstrap, take money from venture capitalists, take funding from a corporate investor, etc?
6. Storyboard
1. Who we are: Team
2. Overview of market opportunity: OAP/Problem statement
3. Business canvas
4. Our business model & product offer
5. Detailed schematic/offer
6. Sales & marketing
7. Partnership & distribution
8. Costs & Revenues
9. Risks & Funding
7. Our Team
• Engineers and technologists with over 100 years of combined experience:
Deploying Utility communications : architecture, design & business case
IP Communications
Building complex communication devices
• Global presence in North America, Europe & Asia
• Deep experience working with both startup companies and industry leaders
• Partnership with key industry leaders
August 1, 2013 Page 7IPe Confidential. All Rights Reserved
8. Overview – Problem Statement
The utility sector includes a broad umbrella of companies who provide natural gas,
electricity, water, steam, sewage removal, and related services to a variety of end
customers.
In the last 25 years, these companies have made sweeping changes to their
delivery models because of fluctuating energy demands, governmental regulation, volatile
pricing, integration of renewable energy sources, and extreme competition. With ever-
increasing pressures to further modernize delivery, utilities are turning to solutions such as
Advanced metering infrastructure (AMI), automatic meter reading (AMR) technology, smart
grid, end-user consumption control, and demand based pricing to save money and gain
more insight into the utility usage across the grid.
IPenable is focused on electric power utilities. Electric power companies handle
power generation, transmission and distribution to the end customer. IPenable designs
communications solutions around existing technologies for device vendors & electric
power utilities who are focused on Advanced Metering Infrastructure (AMI), Distribution
Automation (DA), and SMART Infrastructure solutions.
August 1, 2013 Page 8IPe Confidential. All Rights Reserved
9. Key Resources
Key Activities
Cost Structure Revenue Streams
Customer SegmentsValue Proposition
Channels
Customer
Relationships
Key Partners
• Cisco: Enable
integration of Cisco
products &
services with OEM
solutions.
• Verizon: Enable
integration of
Verizon services
with OEM
solutions.
• Other
partners/suppliers
include companies
that provide
specific solution
components of our
offering.
• Build & maintain
strong partner
relationships.
• Product
development &
implementation
• Partnering/biz dev
• Technical
architecture/
integration
• Sales engineers
• IoT engineering
solutions (devices/
applications/
services/XaaS) that
enable IP integration
& management by
leveraging key
partner offerings.
• Customer problems
solved include
providing them with
a lower cost, fast
time to market
comms offering.
• Product/service
bundles:?
• Key inherent costs
• Most expensive resources
• Most expensive activities
• Become source of IP
networking
information for our
customers
• Value customers are willing to pay for
• What do they currently pay
• Revenue model
• Pricing tactics
• AMI, DA & smart
infrastructure (lighting,
parking meters, etc)
vendors requiring FAN
connectivity.
• Most important customer
requirements:
• Outdoor deployment
• Predictable density
• Low power
• Unreliable PHY layer
• Low data rates (<100
Kbps/day)
• No real-time control
requirements.
• Forward looking, IP
friendly, need for
deterministic
communications.
• Focus on US initially
• web site
• Conference/Trade
shows/white
papers/books
• Customer education
• Joint partner
marketing/biz dev
• Sales engineers
NewCo Business Canvas
10. IPenable Offers Engineered Solutions For AMI, DA & Public
Infrastructure Device Manufacturers
Vision Offering
Services & Solutions For Smart
Infrastructure Companies & Utilities
Focused on the AMI, DA and smart
infrastructure service verticals
(utility/energy, lighting)
Support plan, build & operate for end to
end AMI communications solutions with
partners like Verizon & Cisco
Integrate IP solutions into devices to
improve communications and allow for
new services
Embed low-cost, highly reliable IP-
based communications modules
Provide IP Communications for
Smartgrid devices
Support development of the
Internet of Things (IoT--50
billion+ devices/$14T in revenues
by 2020)
Create next generation of energy
and utility management solutions
Enable the massive shift towards
Smart Utility solutions
IPe combines best-of-breed
solutions with custom
engineering services to provide
hardware, software and services
that enables manufacturers to
quickly & inexpensively integrate
low cost communications into
their devices
August 1, 2013 Page 10IPe Confidential. All Rights Reserved
11. DeviceWide Area
Network
Comms.
Head End
Appn HEUtility
Data Center
IPe
Partner
Field Area
Router
13 2
Requirements:
High functionality,
low cost connectivity
Leverage industry-leading & ubiquitous solutions that
are reliable & scalable
Fast & easy access to required
data & device controls
Solutions:
IPembed
Firmware + Engineering services to
embed low-cost, highly reliable
communications modules
IPmanage
Devices and applications that
improve communications and data
management.
IPoptimize
Services to support the planning,
building & operating of IoT device
communications.
123
WAN
SIEM SIEM
2
Services and Solutions Based On Best-of-Breed Platforms
Page 11IPe Confidential. All Rights ReservedAugust 1, 2013
12. Sales and Marketing
Key decision makers include the Business Decision Maker (BDM) and Technical Decision Maker (TDM). At the utility
level IPenable works with the power distribution project manager and IT infrastructure network operator of the
AMI/DA platform. Decision makers at the vendor level are typically the CTO or the project engineering team
responsible for the device communications solution.
• Prospecting is always the first approach to a sale and the least expensive. Making calls is an integral part of
success for a business model of any kind.
• Resources of social media such as Linkedin, Google+, Facebook, and Twitter are immediate and direct ways to
• connect with KDM’s.
• Introductions through suppliers and vendors in an adjacent space work well to get the vision of our solution in
the hands of those who will make a direct impact with it.
• Conferences & Industry trade shows such as: DistribuTECH, CES, and formal partner events will grow our
business model
• Electrical & Utility Associations are key to driving our brand, image, and solutions.
• Online advertising, trade magazine, and direct mail are other sources of sales strategies
Part of the sales cycle for customers in the utility and vendor space includes providing an architectural roadmap &
business justification for the IPenable solution as well as actual design & schematics. IPenable will act as an
extension of the vendor or internal utilities engineering team. Vendors will often start with a small consulting
arrangement to address critical roadblocks and establish rapport prior to establishing a large, long term partnership.
Smaller engagements could be one-off consulting contracts, while larger engagements would likely utilize a more
formal RFI/RFP approach.
August 1, 2013 Page 12IPe Confidential. All Rights Reserved
14. WAN
APPLICATION H/E &
NETWORK MANAGEMENT
SECURITY &
AUTHENTICATION
DEVICE MESH NETWORK
FIELD AREA ROUTER
Utility Requirements:
• Multi-service Field Area Network that can support AMI & DA
• Highly secure & reliable communications
• Simplify handling of multiple proprietary protocols
• IPv6 addressing
• Select the optimal communication solution that can evolve to support future requirements
Device Manufacturer Requirements:
• Augment existing engineering teams with IP Communications expertise
• Meet current & future communication requirements
• Meet the Total Cost of Ownership (TCO) targets
• Combine best-of-breed components
• Utilize the optimal design
• Follow a lean engineering process
IPenable Solution Specifications:
• 802.15.4-based IPv6 mesh with QOS and mesh algorithms to optimize reach & reliability
• 6loWPAN and RPL based
IPembed
Firmware + Engineering
services to embed low-cost,
highly reliable
communications modules
IPoptimize
Services to support the planning,
building & operating of IoT device
communications
IPmanage
Devices and applications that
improve communications and
data management
MARKETING: Lean IP Engineered Utility Solutions
15. IPembed Firmware + Engineering Services
• Combine best-of-breed communications modules and firmware to enable smart devices.
• Offer board-based, chip-based and software-based solutions to meet customer requirements.
• Offer custom design and engineering services to provide IP communications for devices.
August 1, 2013 Page 15IPe Confidential. All Rights Reserved
DA, AMI,
Infra-
structure
Device
Protocol
Conversion
D/A
Data
Encoding
IPv6
Encapsulation
&
Management
802.15.4
Physical &
Mac Layer
Mgmt
RF Tx/Rx
(FSK,
DSSS,
OFDM, etc)
uP Resources
(memory, etc)
uProcessor
I/O
System Clock
Clock
Management
Legacy/ Proprietary
Protocols
Analog Data
Digital Data
16. Services & Solutions For Smart Infrastructure
IPenable is focused on the energy and smart infrastructure service verticals. Today’s utility &
municipal customers are demanding equipment with the latest in communication technology &
device connectivity.
• Low Cost: Utilize open-standards based solutions that allow for a choice of products
that leverage scale economies
• Future Proof: Non-proprietary interfaces that ensure continued availability of low cost
communications equipment
• Secure: Native IP reduces use of field interfaces that can be compromised
• Faster Time to Market: Team that can work with your engineers to quickly understand
communications requirements & design the most effective solution
August 1, 2013 Page 16IPe Confidential. All Rights Reserved
17. Requirements: Partnerships & Distribution—Due Aug 4
Type Of Partner Companies Contacted Level of Interest/ Required Information/Notes
Communications
Solutions Providers
(for comms
solutions)
• Cisco: www.cisco.com
• Paradox: www.pdxeng.ch
• Sensinode:
www.sensinode.com
• All were interested due to bi-directional relevance (we would be a value-added
reseller/OEM)
• Level of interest varied based on strength of our existing offering & customers.
Start ups like Paradox & Sensinode were more interested in partnering with other
startups; Cisco wanted to see strong list of prospective customers.
• Information that they wanted was NDA, list of customers, company credentials,
signing up for developer network.
• Plan on targeting Cisco first due to their market presence and solution synergy.
Component
Manufacturers
(for board & chip-
based components)
• Texas Instruments:
www.ti.com
• TI is interested in a vendor-customer relationship where they sell us the
components at list price. Since this offers a limited competitive advantage we will
seek smaller suppliers/TI partners that will be willing to support required
customization/better price discounts.
Service Contractors
(for contract labor &
specialized subject-
matter experts)
• Practical Telematics:
www.practicaltelematics.c
om
• Interested in partnership & joint Go To Market. They hav ethe technical skils
required by IPenable & we offer them an expanded market presence.
• They are willing to move forward quickly since they are of a similar size & have a
complementary offering.
18. Requirements: Partnerships & Distribution—Due Aug 4
Type Of Distribution
Channels
Activities/Companies Level of Interest/ Required Information/Notes
Direct Sales • Develop contact lost
using Linked-In,
Conference participation,
web search
• Cold call to set up initial
call
• Sell through direct sales/
business development
team
• This will be our primary channel due to the challenges of establishing trust with
the customer & working through a complex sales cycle that includes lots of joint
planning & consulting.
• We have two individuals on the team that are primarily focused on signing up
customers. We have had good success & requests for follow up conversations
from all 3 customers contacted so far.
• We need to qualify customers better so we only spend time with customers that
are willing to buy. Given the long sales cycle & the required resource investment,
we need to be more effective with respect to how we manage the direct sales
effort.
• Cost
Channel Partners • Uptown Services
www.uptownservices.co
m
• This is a strong complementary channel due to our opportunity to leverage existing
customer relationships to position our services. This will require the direct sales
team to work with the channel partners to position the IPenable offer.
• Uptown has proved to be a good fit due to the fact that they currently consult with
utilities and are able to introduce IPenable to their customers.
• We have struggled to find companies that offer the right fit in terms of existing
relationships, services offerings & a synergistic culture. We expect that we will
only have a few (2-3) partners of this type due to the depth of relationship
required.
• Developing the right revenue-sharing and joint-delivery model is key for these
engagements.
Prospecting
Channels
• Website
www.ipenable.com
• Conference participation
(www.distributech.com;
www.utc.org etc)
• We have launched our website and have also signed up for participation at some
of the industry conferences.
• Since our presence with these channels is still nascent, we have yet to see much
leads/success from these channels. We wil need to spend a lot more time & effort
building up these channels since they will help identify leads and build our
credibility with our potential customers.
19. Page 19IPe Confidential. All Rights Reserved
IPenable operates a lean business model: as a design and strategy firm we have work to keep relatively low overhead costs so that
we can evolve our offering based on customer feedback. Our primary cost is time spent developing customer leads and developing
our proprietary services: IPembed, IPmange, and IPoptimize.
Costs:
1. Time - Network Consulting and Design
2. Chip or Board based Hardware Development
3. Website - Maintenance
4. Travel - Customer Meetings
Time - Network Consulting and Design (Salaries)
• As a IP design and consulting firm, our biggest cost is the time involved in research and development of communications
solutions that can support our partner’s technology. Since we don’t have a compensation model in place, it is hard to quantify
the cost of the time we are spending on these strategic and technical business development activities.
Chip and Board-Based Networking Solutions (Materials)
• IPenable’s IPembed solution includes a chipset with software and circuit layout. Our customers will most likely integrate that
solution into their circuitry and do the final manufacturing themselves. We are still working with partners to determine some of
the specifics for integration between IPembed and existing solutions. IPenable has developed three use cases based on
hypothetical partner capabilities.
**Embedded price = chips only.
Module price = solution we will provide to other customers.
1st solution: 900MHz Network Card
Embedded price: ~4 USD
Target Unit price: ~5 USD
2nd solution: 2.4GHz Network Card
Embedded price: ~7 USD
Unit price: ~10 USD
3rd solution: It's a mix of 900MHz and 2.4GHz ISM band
Embedded price: ~8 USD
Target Unit price: ~10 USD
Costs
20. Page 20IPe Confidential. All Rights Reserved
Customers will pay IPenable to design end-to-end networking solutions that supplant
their existing utilities infrastructure. IPenable is in the early stages of working with a
few customers on developing a IPv6 integration strategy; these initial projects will
smaller consulting projects that could range from $100K - $500K* and could expand to
larger-scale technology build-outs with proprietary communications embedding
($500K - $5M*.)
Is a subscription model better than a one time payment?
At IPenable, we have a fee-for-service cost model which is project based and
dependent on the size and scope of the network communication buildout.
**These are hypothetical estimates based on existing customers - The size and scope of each project could affect and change these estimates substantially.
Costs Cont’d
21. Page 21IPe Confidential. All Rights Reserved
Is it better to rent to customers or to sell?
Sell - for now: IPenable sells IP communication expertise as well as proprietary solutions to build out
intelligence in a utility network. As part of our consulting services, we integrate proprietary solutions which
include hardware (e.g. a chipset that adds intelligence to a field area router.)
Future - managed services: IPenable also is developing a solution called Ipmanage which will include
software and data analytics as a managed service. This offering is a differentiation point that will also create
a recurring revenue stream.
Run some tests with customers to see what the best revenue model would be.
Our customers have been interested in engaging IPenable to help with specific projects relating to IPv6
communication with opportunity for additional communication-related projects that would add value to
their products.
Are you planning to make money through advertising?
Right now, IPenable is not trying to make money through advertising. We have begin marketing ourselves at
relevant channels including trade shows, business associations, and industry affiliated groups. IPenable also
has a social media presence through well-known channels like Facebook, Twitter, LinkedIn, and Google+.
Try to think outside of the box and not just rely on advertising-based business models.
IPenable provides boutique consulting design services to a niche in the utilities market. We are developing a
service for this industry but with a lean business model, our plan are to expand the offering to other
verticals that could benefit from improved connectivity and Internet of Things intelligence.
IPenable Revenue Streams:
IPenable has three core offerings that provide the potential for multiple revenue streams and business
expansion. Currently, customers that we have met with are most interested in our IPembed solution because
utilities are increasing their investments in AMI and DA infrastructure and they are interested in migrating
communications to IPv6.
Revenues
22. Page 22IPe Confidential. All Rights Reserved
1. IPembed: consulting, hardware, partner technology integration - chip or board
(hardware) based to support partner communication solution
2. IPmanage: consulting and partner technology integration
3. IPoptimize - consulting, SaaS, managed service
Cash Flow: From Customer to Start-Up
- Customer meets with IPenable team to discuss project.
- IPenable provides design solutions and engages a preferred partner.
- IPenable drafts design specifications and scope of project with associated costs.
- Customer gets budgetary approval to move forward with the project.
- Customer pays IPenable upon completion of consulting and design or in predetermined
increments for managed service.
Conclusion: Based on IPenable’s current and future costs of doing business and the
revenue we can generate from our IP design solutions (as tested through customer
engagements),we are confident that we have a profitable business model. We understand
that while our overhead is almost negligible right now, our model still works when we
look at the project opportunities that our target customers will be taking on in the next 2- 5
years.
Revenues Cont’d
23. Page 23IPe Confidential. All Rights Reserved
RISK: We have engaged multiple vendors who are interested in the design expertise
IPenable can offer. Because our team includes experts in the IP communications
space, our business value will extend beyond utilities and support the Internet of
Things technology adaptations.
FUNDING: IPenable is currently bootstrapping and interested in sharing our business
roadmap with venture capitalists to further identify growth opportunities.