The document discusses customer relationships for a new product. It covers getting customers through demand creation strategies like SEO, social media, and paid acquisition. It then discusses keeping customers through loyalty programs, product updates, and customer check-ins. Finally it discusses growing customers through referrals, contests, and loyalty programs. The document emphasizes that customer relationships strategies depend on the market type - whether existing, resegmented, or new - and gives examples for each.
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Practical workshop at UX London 2016, delivered by Doug Morwood of Business Models Inc UK. Great Value Proposition Design leads to great business success. Why? Because only by truly understanding the needs of the customer can we design solutions that last.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
This Brainmates presentation seeks to answer the question "What is product management?"
This presentation investigates this important strategic role and illustrates its responsibilities and functional applications.
A useful reference for people working in product management or who are interested in a career in this field.
** About Brainmates:
Brainmates is an Australian based business that has is championing the important role that Product Managers perform in delivering a product's that are loved by their customers and deliver a return on investment to the businesses that provide them.
Brainmates trains coaches and supported Product Management Professionals in all kinds of industries and business sizes. Contact the team on +61 1800 272 466 to see if we can help your products and business.
** Connect with Brainmates online:
Visit the Brainmates WEBSITE: http://bit.ly/1lQ51mE
Like Brainmates on FACEBOOK: http://bit.ly/2c0RVaO
Follow Brainmates on TWITTER: http://bit.ly/2bNhKft
Brainmates - Product Management Training and Expertise
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Practical workshop at UX London 2016, delivered by Doug Morwood of Business Models Inc UK. Great Value Proposition Design leads to great business success. Why? Because only by truly understanding the needs of the customer can we design solutions that last.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
This Brainmates presentation seeks to answer the question "What is product management?"
This presentation investigates this important strategic role and illustrates its responsibilities and functional applications.
A useful reference for people working in product management or who are interested in a career in this field.
** About Brainmates:
Brainmates is an Australian based business that has is championing the important role that Product Managers perform in delivering a product's that are loved by their customers and deliver a return on investment to the businesses that provide them.
Brainmates trains coaches and supported Product Management Professionals in all kinds of industries and business sizes. Contact the team on +61 1800 272 466 to see if we can help your products and business.
** Connect with Brainmates online:
Visit the Brainmates WEBSITE: http://bit.ly/1lQ51mE
Like Brainmates on FACEBOOK: http://bit.ly/2c0RVaO
Follow Brainmates on TWITTER: http://bit.ly/2bNhKft
Brainmates - Product Management Training and Expertise
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
Within the last few years Social Media Marketing has continued to grow exponentially. While participating in social media used to be optional, it has now become a key channel for business to engage their consumers in. Connie Bensen explores 8 key areas where brands can harness social media marketing.
Digital Marketing ROI: Which Half of My Digital Is Working?David Rogers
Amidst a slew of data from new digital tools, even successful marketers find it hard to know "which half of my marketing is working?" – or to explain to the CFO where they should next invest in digital and why. Instead of searching for a universal ROI solution, marketers need to think strategically about their own customers' path to purchase. By linking audience, engagement, and financial impact to their key business objectives, they can build a model that ensures marketing will matter for their business in the digital age.
Before launching your next advertising campaign, learn how to evaluate advertisers and increase the chances of a successful campaign. This class will cover the basic terms used by advertisers to present and sell advertising space, and how you can use the information to compare advertising opportunities.
Blending the Best of Customer Communities with Agent Assisted ServiceGet Satisfaction
Peter Tait, VP of Marketing at Webtrends, and Jascha Kaykas-Wolff, CMO at Mindjet, joined Get Satisfaction at Dreamforce '12 to present a session about the way they use their customer community to scale their business, deliver excellent customer service, and drive down costs. View their presentation here.
Organizations can spend a high percentage of their marketing budget on lead generation efforts, only to find that their leads aren't converting. Finding qualified leads has become more challenging than ever before, while making marketing planning and prospect nurturing more critical.
Watch Finding & Nurturing the Right Prospects and gain a deeper understanding of strategies for identifying and nurturing high-value leads in a challenging economy.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
4. WeCall Customer Relationships
Demand Creation
• Get, Keep and Grow
• How will customers hear about your product?
• How much will it cost to acquire a customer using these
strategies?
• How does market type impact my demand creation strategy?
22. Grow Customers Funnel - Web/Mobile
Earned and
Paid Media
Grow Customers
product updates
Affiliate Programs
Keep Customers
Contests,
events
Blogs, LoyaltyProgra
RSS, ms
emails
Viral
Loop
23. • How many come through the
first step?
• How much does that cost?
• What is the conversion between
each level?
• How much in revenues can you
get out of each acquired
customer?
24. Demand Creation by Market Type
• Create, drive demand into your
Existing sales channel
• Educate the market about what‟s
Resegmented changed
• Drive demand into channel
• Educate the market
New • Identify/drive early adopters into your
sales channels
Clone • Copy a business
25. Market Type
Existing Resegmented New
Customers Known Possibly Known Unknown
Customer Needs Performance Better fit Transformational
improvement
Competitors Many Many if wrong, None
How does market type influence demand
few if right creation?
Risk Lack of branding, Market and Evangelism and
sales and product re- education cycle
distribution definition
ecosystem
Examples Google Southwest Groupon
Market Type determines:
Rate of customer adoption
Sales and Marketing strategies
Cash requirements
26. Team Deliverable by Next Week - Web
Get a working web site and analytics up and running
– Track where your visitors are coming from (marketing campaign, search
engine, etc.) and how their behavior differs
– What were your hypotheses about your web site results?
• Actually engage in “search engine marketing” (SEM)
• Spend $20 as a team to test customer acquisition cost.
• Ask your users to take action, such as signing up for a newsletter.
• Use Google Analytics to measure the success of your campaigning.
• Change messaging on site during the block to get costs lower, team that
gets the lowest delta costs wins.
• If you assume virality
• show viral propagation of your product and the improvement of your viral
coefficient over several experiments
• What is your assumed customer lifetime value?
• Are there any proxy companies that would suggest that
this is a reasonable number?
27. Team Deliverable by Next Week
• For non-web teams:
• Get prototype demo working.
• Build demand creation budget and forecast.
• What is your customer acquisition cost?
• Did anything change about Value Proposition or Customers/Users?
• What is your customer lifetime value? Channel incentives – does your
product or proposition extend or replace existing revenue for the channel?
• What is the “cost” of your channel, and it’s efficiency vs. your selling price?
• Everyone: Update you blog/wiki/journal
• What kind of initial feedback did you receive from your users?
• What are the entry barriers?
• Present and explain your marketing campaign. What worked best and why?
29. implantable drug infusion pumps
with remote physician control
for chronic pain patients at home
“the right dose at the right time and place”
Christian Gutierrez (EL), Ellis Meng (PI), Carol Christopher (IM), Tuan Hoang (FE)
30. Chronic Pain v4 FS Team
Trade shows
Faster relief Training Patients
Formulary Acceptance
KOLs
Clinical data
Efficient patient
FDA
Foundations management and Clinicians
Dosing flexibility Support
CMS (Medicare)
Advocacy Groups
Access to high-value
OEMs therapies and Institutions
IP pharmacoeconomics Hospitals
Wireless
Developers
Proprietary
pharmacoeconomics Pain clinics Payors/ICA
knowledge
Electronic health
record providers Human
Resources
Product Dev Costs Unit sales
Manufacturing Costs Support Services
Marketing Costs FDA/Clinical Trials
Bundled kits Electronic records
31. Getting out
Clinicians Dr. Stan Louie, Drug Formulation Expert (USC Pharmacy)
Dr. Giovanni Cucchiaro, Anesthesiologist (CHLA)
Institutions/patients Dr. Diana Hull, Physician (Group Health in Washington state,
formerly at Kaiser California)
Thomas Hsu, Insurance Specialist (Network Medical
Management; a California ICA)
Two chronic pain patients
Pump user and creator of support forum
User of oral narcotics and patches
Regulatory Dr. Frances Richmond (Director Regulatory Science Program,
USC)
Richard Hull (formerly at company selling Lapband)
Entrepreneurs/
Industry
32. Product flow/Channel
Electronic Partners/
Health Fluid Synchrony
OEMS
Records
Electronic Support Pump + Bundled
Records Services Controller Kits
Hospitals
(Anesthesiologists
Patients Neurosurgeons)
Pain Clinic
(Anesthesiologists
Neurosurgeons)
33. Hospitals
Channels (Direct)
Pain Clinics
• Direct to institutions
• Some formularies involved in purchase
decisions
• Some doctors make purchase decision
directly
• Device company/Doctor relationship is key
• Heavily influenced by :
• Clinical study results
• Regulatory approval
• Reimbursement
34. Patient Care Flow (Now)
Partners/
Fluid Synchrony
OEMS
Support Pump + Bundled
Services Controller Kits
Hospitals
Surgery/Rx/ (Anesthesiologists
Patient
Discharged reprogramming Neurosurgeons)
Pain Clinic
Trial period/ Scheduled (Anesthesiologists
Home setting follow-up Neurosurgeons)
Weeks/months
Key factors: Reimbursement , state regulations
35. Patient Care Flow (Proposed)
Electronic Partners/
Health Fluid Synchrony
OEMS
Records
Electronic Support Pump + Bundled
Records Services Controller Kits
Actionable feedback
to doctors/institutions
E-prescription / closing loop
Hospitals
Surgery/Rx/ (Anesthesiologists
Patient
Discharged reprogramming Neurosurgeons)
Pain Clinic
Trial period/ Scheduled (Anesthesiologists
Home setting follow-up Neurosurgeons)
Weeks/months
Days Key factors: Reimbursement , state regulations
36. Regulatory considerations
PMA 510K
Trial size 100’s of patients 20-100
Costs Up to $100,000 per patient
$10-50 MM $1-10 MM
Time ~ 3-4 yrs + post ~ 2-3 yrs
approval follow-on
• PMA approval with grouping of FDA approved drugs.
• Clinical trials results used to obtain CMS (Medicare)
approval
• 510K restricts technology to predicate devices
• Can be more difficult to market against incumbents
• European CE mark is easier to attain (safety and
performance only)
37. Take-aways
• Channel is direct in this existing market
• Channel for e-health is more complex and evolving
• State-to-state regulations can impact incentives
• Can pose problems as electronic records systems vary
across the country
Next Steps
• Understand costs associated with reaching
doctors/institutions directly
• Understand structure of e-health channel
• Develop regulatory pathway (timelines and cost profile)
38. Chronic Pain v4 FS Team
Trade shows Training
Faster relief Patients
KOLs Formulary Acceptance
Clinical data
Efficient patient
Foundations FDA management and Clinicians
Dosing flexibility Support
Advocacy Groups
Access to high-value
OEMs therapies and Institutions
IP pharmacoeconomics Hospitals
Wireless
Developers
Proprietary
pharmacoeconomics Pain clinics Payors
knowledge
Electronic health
record providers Human
Resources
Product Dev Costs Unit sales
Manufacturing Costs Support Services
Marketing Costs FDA/Clinical Trials
Bundled kits Electronic records
39. “insero” = to plant
”gen” = gene
Manufacturing platform for Lucas Arzola (EL)
rapid, cost-effective, and scalable Karen McDonald (PI)
production of therapeutics in tobacco Vasilis Voudouris (Mentor)
40. What We Know
We have a novel technology platform with numerous market
opportunities
Our working hypothesis – that we can scale up and commercialize our
platform for production of life-saving therapeutics
Jon Feiber – “Since you are a platform technology, it makes sense to
engage in „market discovery‟ and „customer discovery‟ at the same
time during the next weeks”
Challenging this hypothesis by speaking with as many experts and
customers as we can
This week: explored decision making and distribution channels in the
case of a pandemic
41. The Business Model Canvas Target Product – seasonal & pandemic flu vaccines
Tobacco Suppliers R&D Speed Long-Term U.S. Government
Gene Synthesis Manufacturing Cost-Effectiveness Contracts with - CDC
Companies Regulatory Approval Robustness Government and - HHS BARDA
CMOs Licensing Scalability Vaccine - DOD DARPA
- Purification Marketing Safety Manufacturers Foreign Governments
- Fill & Finish Ease of Customization NGOs
- Packaging U.S. Supply Vaccine Manufacturers
- QA/QC -Established and
CROs Emerging Biotech
- Clinical Trials
FDA IP – Patents, Trade
Secret
Manufacturing Facility
Distribution through
Government and
Pharma Companies
Capital Investments Contract Manufacturing
Manufacturing Costs Fully Integrated Manufacturing (Sales)
Licensing Costs Licensing (Royalties)
Marketing
42. Getting Out of the Lab!
Cast a broad net by talking to many different experts and customers:
(1) Executives from large companies
Name Title Institution
Michael Girard Sustainability Manager Aerojet
Michael Jacobson Director of Corporate Responsibility Intel
Joseph Kieren Director of Corporate Real Estate AT&T
(2) Entrepreneurs and angel investors from Sacramento
Name Title Institution
Andrew Hargadon Professor of Management UC Davis
WilAgatstein Professor of Management UC Davis
LarryPalley Former General Manager Intel
John Selep Operations Manager HP
ThomasAlberts Consultant SBDC
Cary Adams Head of MedStart Program SARTA
43. Getting Out of the Lab!
(3) Experts in the commercialization of biotech platform technologies
Name Title Institution
Greg McParland Consultant DSM Ventures
Fernando Garcia Senior Director Amyris
(4) Experts in vaccine manufacturing
Name Title Institution
Ann Arvin PCAST Vaccinology Working Group Stanford
(Key Opinion Leader on Vaccines)
Misa Sugui Associate Scientist MedImmune
Floro Cataniag Laboratory Manager MedImmune
44. Channels and Distribution
Conversation with Dr. Ann Arvin – Key Opinion Leader on vaccines
In the case of a pandemic:
Vaccine manufacturers have to be producing vaccines for seasonal flu –
regulatory approval, QA, and validation need to be in place
When a pandemic occurs, the government (BARDA) negotiates a manufacturing
contract with vaccine companies – number of doses, formulation, price, and time
are agreed upon
CDC provides the elucidated strain to the manufacturer
FDA considers the pandemic flu vaccine to be a variation of the seasonal flu
vaccine – new regulatory approval is not necessary
Vaccine manufacturers work with the new strain to ramp up production as
quickly as they can – takes 4-6 months
Sterility and quality testing is performed for the produced vaccines – some tests
are done in-house and some are done by outside laboratories
Vaccine is released
45. Channels and Distribution
Getting the vaccines to the patients
Vaccine manufacturers have contracts with wholesalers (i.e. McKesson Corp.)
to distribute the vaccines – distribution is not a cost for the manufacturers, they
hand over the product
In the case of a pandemic, vaccines are also distributed through local contracts
with the state health departments
Theydistribute the vaccines to hospitals and clinics, where they can be
administered to the patients
46. Organizational Strategy
Conversation with Greg McParland – Former CEO of biotech
platform company: the virtual biotechnology company model
“Starting out and for as long as you can, you should be a virtual
company. You can have contracts to outsource the downstream part of the
process (purification, fill and finish, packaging, etc.) ”
“Keep your core technology and focus on using your manufacturing platform
for protein production”.
Common practice in biotechnology – almost every company has contracts with
CROs, CMOs, marketing and distribution arrangements, etc.
More flexibility – move quickly from failed avenues of research to more
promising projects
Startups partner with big pharma companies to complete clinical trials and take
product to market
“If you build it, they will come” – but only build the essential core
that lets you control your technology platform
47. More Feedback
Conversation with Dr. Ann Arvin – Key Opinion Leader on vaccines
Pain point: Reliability issues with traditional egg platform - willingness to move
away to a different manufacturing platform
Pain point: Current platforms are not fast enough, cannot have an impact in case
of a pandemic - sense of urgency in finding a manufacturing platform that can
produce vaccines faster and at a large scale
Given this landscape, we still believe our technology can solve a significant
problem in the vaccine market
Conversation with Dr. Misa Sugui & Dr. Floro Cataniag – MedImmune
Pain point: attenuated virus platform is harder to work with, safety measures are
more stringent – would prefer recombinant subunit vaccines
Wish: a faster process for vaccine production (our technology can help with this)
Wish: a faster process for clinical trials and for approval of new drugs (this we
can’t do anything about)
MedImmune is a possible partner - always looking for new vaccine production
technologies and new products to incorporate in their pipeline
48. More Feedback
Conversation with Fernando Garcia – Amyris
Biotech platform technology company
First target product: drug for malaria, partnered with Sanofi to commercialize
Change in strategy: they have transitioned into making biofuels
Why have they made this transition? We will follow up with one of the founders
of the company to find out
49. Next Steps
We believe we have a good feel for our value proposition
We need to better understand how we can sell to customers and
how to establish these relationships, how partners’ decisions
are made – meeting with Sanofi Head of External R&D
Keep searching for a business model that will allow us to
commercialize our technology – looking for meetings with
companies that distribute/sell flu vaccine antigens for
research and diagnostic use, trying to determine market
size
We need to talk to many more experts and customers…
51. Interviews
Action Motion
Customer Interaction Meetings: Planned Customer Interaction
1. Director of R&D of C/A partner Meetings:
2. NETL Methane Hydrate RG 1. Jeff Farbacher, CEO Accutran
3. Ed Faust, Global Marketing, Siemens 2. Ed Faust, Global Marketing,
4. Former GE Employee Siemens
5. Berkeley sensors group 3. Charles Noll, Marcellus Shale
6. Tim Fogarty, Director of IW Energy Coalition
Hypothesis Testing: Planned Hypothesis Testing:
1. Ed Faust, Global Marketing, Siemens 1. Dr. GiladKusne, NIST
2. Ann Truschel, Corporate Insurance
Broker
3. Tim Fogarty, Director of IW Energy
52. Chemical,
Physical,
Thermal
….
Chemical
- Every significant market segment has
specific marketing agencies directed
towards selling them goods
Direct Marketing
Possible
Not Possible
[Too expensive]
53. Chemical,
Physical,
Thermal
….
Chemical
- Every significant market segment has
specific marketing agencies directed
towards selling them goods
Direct Marketing
Possible
Not Possible
[Too expensive]
54. Direct sales to plants typically is a very hard wayChemical,
to generate
Physical,
scalable business in the sensors market.Thermal
….
Typically much better to bundle product into offerings from larger
Chemical
sensors businesses
- Every significant market segment has
specific marketing agencies directed
towards selling them goods
Agrees with current approach to this first market!
Direct Marketing
Possible
Not Possible
[Too expensive]
55. Org. Chart – Current C/A Partner
CEO, CTO, CFO, etc. etc. etc.
Global Director of R&D
CEO,
Director of R&D Director of R&D
Director of Marketing
Director of Product
Service
Engineers, etc. etc.
etc.