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She thinx of her power
- 1. SHE OF HERPOWER LDM, SMH,SB
- 2. WOMEN STRUGGLE • Unescoestimates that one in 10 girls in Africa miss school once a month because of their periods and eventually drop out altogether. One study in Ethiopia reported that more than 50% of girls miss between one and four days of school per month, and in Bangladesh, low standards of menstrual hygiene has lead to widespread infections. • In some world countries like Uganda, where 80 per cent of the population live in rural areas, young girls are missing up to 20 per cent of the school year because they don‟t have access to pads and tampons. Some of these girls will miss so much school they‟ll fall behind. In a worst case scenario, they might have to drop out. • Menstruation is still a taboo in the western world, women buying tampons are shied by the looks of others & have to play ill at work. Many social campaigns have started from women to overcome embarrassment. LDM, SMH,SB
- 3. LDM, SMH,SB WHAT CANWE DO? SCOPE Empower women and support equality by making menstruation chal- lenge easier using innovation and socially acceptable through education. WHERE User: Developed & Developing World Market: Retail & e- commerce WHAT Innovative, sustainable period-proof underwear, education WHY User: Eliminate shame on menstruation, defend equality Business: Profitability & Social value WHO End User: Women from 8-60 years old. Trend Leader: THINX BRIEF HOW Purchase THINX and through BIMBO change management. Create new fi- nancial model WHEN Starting now, 7 years investment and expansion plan in various markets OPPORTUNITY Invest for equity in THINX after filed reports concerning HR strategy. Acquire the innovative IP and through a new business model and management, expand by delivering social advantage, innovative healthcare PSS (Product-Service System) and education around the world. STRATEGIC PILLARS - Long-view investment plan with return in 7-10 years. - 1:1 financial model, charging premium in luxury markets on promise of at-cost or no-cost distribution in developing markets. - Establish strong HR department to discover talented professionals and create flexible and collaborative business hubs. - Structure agile, team-based, iterative, global, user research and product development ; addressing unique challenges of each market and evaluation through re-mapping user journeys. - Digital upgrade for feedback, subscription to empowerment community and campaigns for donations to THINX FOUNDATION.
- 4. LDM, SMH,SB STABLE STEPSTO GROWTH $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2018 2019 2020 2021 2022 2023 2024 2025 Aggressive Forecast Conservative YoY Growth Margin Acumen NPV Aggressive 40% 40% Customer Base 590,000 $24,250,250 Forecast 20% 20% Price Point $34 $ 3,075,140 Conservative 5% 5% Discount Rate 80% $ 2,762,460 NPV OF PROFITS IN MILLION $ No more than $3mm investment by ACUMEN Down round series B BIMBO ACUMEN retains 40% equity INVESTMENT STEP 1 INVESTMENT STEP 2 Purchasing 100% equity of founders, angels and series A equity Buy-in management invests $400m for 20% equity 20+20% equity for key leaders & future employees respe- ctively COST- STRUCTURE FORECAST Assumes $20 cost to produce per pair of THINX Allows for ~100k pairs of THINX underwear to be donated in 2018 under the Buy one- Donate one model 2018 2019 2020 2021 2022 2023 2024 2025 Tax liability 960,000 1,152,000 1,382,400 1,658,880 1,990,656 2,388,787 2,866,545 3,439,854 Cost to produce 14,117,647 16,941,176 20,329,412 24,395,294 29,274,353 35,129,224 42,155,068 50,586,082 Salary liabilities 2,880,000 3,559,680 4,399,764 5,438,109 6,721,503 8,307,777 10,268,413 12,691,758 Facilities Capital 1,000,000 1,230,000 1,512,900 1,860,867 2,288,866 2,815,306 3,462,826 4,259,276 Marketing Budget 3,000,000 3,690,000 4,538,700 5,582,601 6,866,599 8,445,917 10,388,478 12,777,828 1+1 production capital 2,042,353 2,227,144 2,396,824 2,536,249 2,624,423 2,632,669 2,522,287 2,241,542 Total $ 24,000,000 28,800,000 34,560,000 41,472,000 49,766,400 59,719,680 71,663,616 85,996,339 4% 59%12% 4% 12% 9% Tax liabilty Cost to produce Salary liabilities Facilities Capital Marketing Budget 1+1 production capital
- 5. LDM, SMH,SB PEOPLE ATTHE CENTER OF OUR BUSINESS Flagship Office Satellite Offices Mobile Offices • New York City & San Francisco “Home Office” • 50% of FT employees, including executive leadership • Select international markets, reporting to Flagship • 25% of FT employees • Cadre of project-based and sales personnel working remotely • 25% of FT employees and 50% of project-based Talent Developme nt Training 19% Business Strategy Finance 19% Product Developme nt Operations 31% Marketing Sales 31% 15% Project- based THINX Employee Leadership Learning Opportunities Open Dialogue Collaborative PILLARS OF OUR APPROACH 3 mos. 6 mos. 12 mos. Policy audit Assessment Staff survey Reccomen- dations Hiring Reorganization Agile in motion OFFICESTRUCTUREHRPLANWORKFORCE Diversification • 15% of staff are project-based to maintain agile, fresh perspectives on strategy and product Training • All employees offered project-based leadership opportunities, including project-specific hires • Creation of Chief Learning Officer position • Peer-to-peer trainings that include on-site and online/international teams • Fellowship training program placing high-potential grads in emerging markets to add value, identify with the social mission, and identify to central team when models differ. Communication • Bonuses for effective collaboration • Protocols and policies for managing common yet sensitive communications scenarios • Bi-annual, confidential an anonymous staff survey • Internal blog/chat Incentives • Robust flex-place policy • Clear growth paths by area of expertise‟ • Annual performance reviews for fulltime staff
- 6. LDM, SMH,SB EXPANDING OURAUDIENCE BASE STRATEGIC MARKETING TIMELINE Domestic: • Multichannel ad campaign in major markets with high density of millennial females (e.g. New York, San Francisco, Chicago, etc.) • Two-tiered approach: commercial emphasis essential product value prop; brand campaign tethered to 1:1/social mission as component of crisis communications/rebranding strategy International: • Complement and capitalize on existing endeavors in Phase 1 developing markets through Public Health campaigns in partnership with local governments. 2024-2025 2021-2023 2018-2020 Domestic: • Multichannel product-driven campaigns penetrate new markets • Introduction of loyalty/ambassadorship programs • Initiate strategic partnerships campaign with mission-aligned brands and services International: • Initiate multichannel two-tiered market penetration approach in select markets in Western Europe • Begin to commercialize Phase 1 developing markets in high HHI, cosmopolitan neighborhoods • Expand THINX Foundation to Phase 2 developing markets Domestic: • Continue loyalty/ambassadorship programs • Continue strategic partnerships campaign with mission-aligned brands and services • Multichannel brand campaign emphasizing THINX Foundation accomplishments/outcomes International: • Continue strategic ad campaigns in select markets in Western Europe • Continue commercialization of Phase 1 developing markets, expanding spokesperson/ambassadorship-driven campaign • Depending on market viability, explore commercialization of Phase 2 developing markets
- 7. LDM, SMH,SB INNOVATING FORVALUE SUSTAINABILITY SOCIAL IMPACT Throughout life a woman creates 62,415 pounds or garbage only due to menstruation. Only few of the products available in markets are made from organic cotton and the rest consist as of 90% of plastic chemicals that are environmentally harmful and not recyclable. THINX period-proof underwear are made mostly of cotton (95%). Other materials are micro-fiber polyester, nylon and elastane. Polyester is made of non renewable sources yet, it has been proven to have throughout its lifecycle less energy impact than other materials and is 100% recyclable. 1st plan to use recycled polyester, nylon and elastane for THINX panties. Packaging is made from paper and plastic which are 100% recyclable. First action is to reduce paper thickness and use recycled materials. Second action following up marketing strategy is to reuse materials. Create an ornament by origami instructions at the back of paper and create a DYI video of making the plastic sleeve a bag for cosmetics, underwear etc. User-centric product development 6 different solutions according to women's needs to make them feel comfortable, secure and empowered. THINX FOUNDATION Educating girls about menstruation, their body, finance and entrepreneurship. Donations & Empowerment e-community Offer the ability to support online THINX FOUND- ATION and its actions while creating a hub for women to discuss freely and learn/participate in campaigns. 1+1 model Buy one, offer one approach from women to women. Public health campaigns Local actions in partnership with authorities & NGOs to raise awareness and eliminate shame on women‟s health and menstruation. AUGMENTED PRODUCT BENEFIT CORE PRODUCT ACTUAL PRODUCT
- 8. LDM, SMH,SB OVERVIEW Products Services Partners Resources Channels Community HR, CSR& Marketing Strategy User- centered Innovation Organizational & Business model 1. Innovative product for challenging days to empower women 2. Support education gender and economic equality 3. Convenience and accessibility offering. VALUE PROPOSITION Two distinctive customer groups 1. Women in developed countries 2. Women in developing countries CUSTOMER SEGMENTS - Subscription service for building empowerment communities - Supporting co-creation through HR incentives and digital strategy CUSTOMER RELATIONSHIPS Developed World 1.E-commerce 2.Retail (Big pharmacies & super-markets) Developing World Hospitals CHANNELS 1. User-experience and design professionals 2. novelty management focused on design thinking KEY RESOURCES Developed World Distribution companies - Retailers Developing World Hospitals Educational organisations KEY PARTNERS 1. Design thinking for innovation 2. Quality & sustainable production and distribution 3. Education through THINX foundation KEY ACTIVITIES To create value when expenses arise planning on economies of scale and scope as products and markets emerge. COST STRUCTURE 1 + 1 model and gradual investment plans in different sectors and markets REVENUE STREAMS
- 9. LDM, SMH,SB HOW TOTACKLE RISKS? RISKS MITIGATION Reputational THINX: The founder of THINX has been sued for sexual harassment. This puts at risk the entire value proposition of the business. Replace the founder with competent management team that can scale and do so within the vision of THINX. BIMBO Implementation: This investment recommendation is predicated on the buying in management landing and executing the strategy. Failure for the new management to land will cause this investment to fail. • Retain key THINX staff to via options pool • Require buy in from new management team to create skin in the game Reputational ACUMEN: Due to the risk level of investment a 80% discount rate was applied, resulting in a very low investment. If not messaged correctly could result in entrepreneurs no longer trusting Acumen. • Replace founder with reputable management • Implement the buy one / donate one model to improve social benefit • Execute strategic communication campaign to manage messaging 1+1 Model: This is a new model for the business focused on markets where THINX has no existing customers or distribution network. Leverage ACUMEN‟s network to establish a distribution model through female focused non-profits
- 10. LDM, SMH,SB LET’S DOTHIS WE PROPOSE User-centric, sustainable PSS & education. Innovative business model. Design thinking development & expansion strategy . Human and collaboration oriented HR management. Empathetic and rigid global marketing plan. Balanced environmental and social impact. Stable financial plan to growth. So what do you think? Ready to empower women?
- 11. LDM, SMH,SB WE DIDOUR RESEARCH “Here‟s Proof Your Startup Needs HR,” Bloomberg “What is the CLO‟s Role in the Gig Economy,” Chief Learning Officer “5 Ways to be a More Effective People Person,” Entrepreneur “The Complete Guide to the 5 Types of Organizational Structures for the Future of Work,” The Future Organization “How the Gig Economy Will Change in 2017,” Fast Company “THINX and Allegedly Breast-Groping „she-EO‟ are the Reasons HR Departments Exist,” Quartz “A New Model of Leadership Development,” SOCAP16 “The Top 5 Job Skills That Employees Are Looking For in 2017,” TopResume “What Should Business Leaders Change to Thrive in the Gig Economy,” TrainingZone “An Innovative Solution to Menstrual Hygiene in Developing Countries,” Co.Design, Aug 15, 2015 “Five Amazing Companies Working in Menstrual Hygiene,” Forbes, Jun 10, 2015 “Tackling Big Global Challenges with Low-Cost Innovation,” Harvard Business Review, Feb 17, 2016 “Feminine Hygiene is the Key to Educating the World‟s Girls,” MamaMia, Aug 7, 2013, “People Are Finally Talking About What No One Wants to Talk About,” NPR, June 16, 2015 “Thinx Promised a Feminist Utopia to Everyone but its Employees”, Racked, Mar 14, 2017 “She Created Period Proof Underwear to Empower Women. Now She‟s Accused of Sexual Harassment,” Washington Post, Mar 22, 2017 “The 1:1 Business Model: Avoiding Unintended Consequences,” Wharton Business School, Feb 16, 2015 “The Business of Giving: TOMS Shoes”, Success “Women‟s Underwear Startup Thinx Replaces Embattled „She-E-O‟”, Bloomberg “I Tried Thinx „Period-Proof‟ Underwear and It Was a Total Disaster,” Huffington Post THINX foundation page, PCI Global Organization page, The Global Women‟s Project page, “Empowering women”, Fair Trade USA Page “Essay on Women Empowerment: Its Meaning and Importance”, Important India, August 2015 “Women‟s Empowerment Principles”, United Nations Women Women‟s Empowerment Organization page, Women‟s Empowerment Principles Organization page,
- 12. LDM, SMH,SB WE DIDOUR RESEARCH Femme International Organization page, “We need to ttalk about periods”, Independent, February 2015 “Not going to hide tampon”, Huffington Post, July 2016 “Menstrual Cycle Still a Barrier to Achieve Gender Equality”, Huffington Post, March 2017 “The fight to end period shaming is going mainstream”,Newsweek, April 2016 “If the body isn't sacred, nothing is: why menstrual taboos matter”, The Guardian, February 2017 “Bad blood: the taboo on talking about periods is damaging lives ”, The Guardian, March 2016 “The P Word: A last taboo”, The Telegraph, October 2013 “Menstruation: Ending the taboo”, DW, May 2017 “Polyester Recycling”, Textiles Environment Design “Should Your Vagina Go Green? Everything you need to know about organic tampons“, Teen Vogue, October 2015 “Greening the Crimson Tide”, Slate, March 2010 “Women Beware: Most Feminine Hygiene Products Contain Toxic Ingredients“, Mercola, May 2013 “The Top 5 Organic Pads & Panty Liners – Reviewed!”, Menstrual Cup Reviews “The Science Behind Period Underwear. How female entrepreneurs are confronting the social stigma around menstruation“, Racked, January 2016 “THINX: For Bleeding on a Budget”, April 2016 “What Do I Think About Thinx…….A Period Panty Review!“, February 2017