The document discusses ideas for cleantech startups and how to develop a business model. It emphasizes that an idea alone is not enough and business plans contain untested hypotheses that need validation. The key is to continually test hypotheses with customers through customer development and be willing to pivot the business model based on what is learned from customers. A good business model diagram shows the flows between a company and customers and should be the focus of startup founders rather than traditional business plans.
IBM introduces Journey Analytics, a solution to visualize the customer journey across channels and gain insights. It allows collaboration to design customer experiences. Journey Analytics uses interactions and audiences from multiple solutions and partners to provide a holistic view. This helps improve business outcomes by increasing loyalty through exceptional customer experiences. The solution is designed for marketing personas to better understand, engage and retain customers.
Niche Life Insurance Website Formula - Grow your digital life insurance busin...Grant Weherley
Learn how to grow your digital life insurance business with Jeff Root, the host of the “Modern Life Insurance Selling Podcast” at www.selltermlife.com.
The slides were made by Monetize Your Expertise for the upcoming online course launch. Learn more at http://monetizemyexpertise.com.
This document summarizes a corporate plan to deliver organic snacks through a $3 billion market segment. It outlines the company's sales team, potential customer channels like catering companies and NGOs, and supply chain partners like snack manufacturers. It discusses the technology needs like ecommerce and logistics support. The business model involves curating healthy snack options, developing an ecommerce platform, and partnering with logistics providers for shipping. Key assets include the snack selection, software, and sales team. Revenue would come from margins on snack sales through various direct and partner channels.
Distributing Content to the Omnichannel Traveler Robert Simon
Content distribution is evolving into as complex a strategic need as your market and digital planning have become because every prospective traveller needs a roadmap to your content, and few prospects are traveling the same roads.
Without a content distribution strategy you run the risk driving a prospective traveller into a frustrating user experience and creating a missed opportunity for conversion.
In this guide, we outline a few guiding principles to consider when planning the distribution of your destination’s content for today’s traveler.
The document discusses ideas for cleantech startups and how to develop a business model. It emphasizes that an idea alone is not enough and business plans contain untested hypotheses that need validation. The key is to continually test hypotheses with customers through customer development and be willing to pivot the business model based on what is learned from customers. A good business model diagram shows the flows between a company and customers and should be the focus of startup founders rather than traditional business plans.
IBM introduces Journey Analytics, a solution to visualize the customer journey across channels and gain insights. It allows collaboration to design customer experiences. Journey Analytics uses interactions and audiences from multiple solutions and partners to provide a holistic view. This helps improve business outcomes by increasing loyalty through exceptional customer experiences. The solution is designed for marketing personas to better understand, engage and retain customers.
Niche Life Insurance Website Formula - Grow your digital life insurance busin...Grant Weherley
Learn how to grow your digital life insurance business with Jeff Root, the host of the “Modern Life Insurance Selling Podcast” at www.selltermlife.com.
The slides were made by Monetize Your Expertise for the upcoming online course launch. Learn more at http://monetizemyexpertise.com.
This document summarizes a corporate plan to deliver organic snacks through a $3 billion market segment. It outlines the company's sales team, potential customer channels like catering companies and NGOs, and supply chain partners like snack manufacturers. It discusses the technology needs like ecommerce and logistics support. The business model involves curating healthy snack options, developing an ecommerce platform, and partnering with logistics providers for shipping. Key assets include the snack selection, software, and sales team. Revenue would come from margins on snack sales through various direct and partner channels.
Distributing Content to the Omnichannel Traveler Robert Simon
Content distribution is evolving into as complex a strategic need as your market and digital planning have become because every prospective traveller needs a roadmap to your content, and few prospects are traveling the same roads.
Without a content distribution strategy you run the risk driving a prospective traveller into a frustrating user experience and creating a missed opportunity for conversion.
In this guide, we outline a few guiding principles to consider when planning the distribution of your destination’s content for today’s traveler.
Thunderhead argues that businesses should shift their focus from managing the customer journey to understanding the customer-managed journey. A customer's journey consists of interactions they choose across multiple channels and cannot be controlled by a business. However, businesses can gain insight into the actual customer journey by comparing it to journey maps and using data from real interactions to analyze customer behavior and take real-time action. This allows businesses to improve the customer experience at each stage of their personal journey.
The document discusses potential financial solutions for underserved customer segments like immigrants, international students, and the underbanked. It outlines several hypotheses for new products and services, including a prepaid loyalty card distributed at retail points of sale, alternative employment services, and payday lender ATMs. Each hypothesis is tested through customer interviews and industry research. Key lessons learned are the importance of truly understanding customer needs, being willing to pivot quickly from unviable ideas, and gaining real-world experience over theoretical models. The document advocates further developing a "Day 1" financial solution tailored for immigrants and international students lacking credit history.
1. The document discusses how design thinking is changing the role of customer insights in organizations. It argues that insights are no longer the domain of a single person or department but rather are integrated throughout agile teams.
2. It also discusses how behavior design can be used to change people's behaviors by focusing on simplicity rather than motivation alone. Using triggers and reducing the ability threshold makes behaviors easier to perform.
3. A key point is that successful organizations understand customer needs and help people achieve their goals through designing products, services, and experiences.
Find the Gaps with a Customer Experience Map CRMEvolution 2014jhewitt98
Businesses are constantly seeking ways to more accurately predict customer behavior and attitudes. Analytical models and market research offer robust information, but are you overlooking an innovative approach to discover what your customers are thinking and doing? Customer experience maps examine customer emotions and attitudes through the learn, buy, enjoy, and advocate stages of the customer life cycle. The map identifies the gaps in your customer experience and delivers a framework for effectively improving it. This presentation walks you through the process of creating a customer experience map and gives real-world examples of how a major financial institution and an entertainment loyalty program were able to use their maps to identify gaps in their communications and processes.
How Best-in-Class Contact Centers Satisfy Demanding CustomersKnowlagent
Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.
The document provides an overview and case studies of omnichannel banking initiatives at four financial institutions:
1) Central Bancompany's Business Analyzer tool which integrates data across channels to provide personalized customer service.
2) Standard Bank of South Africa's Guided Sales Workbench which provides customized sales prompts to agents across channels.
3) UMB Bank's advisory-based service model which uses data and analytics to engage customers through the most appropriate channel.
4) Westpac's digital platform which offers a consistent customer experience across all digital channels and devices.
Shaping the future of insurance with IBM WatsonJohn Root
IBM Watson can help transform customer experiences and interactions for insurance companies by answering questions in natural language, generating hypotheses with evidence from large amounts of structured and unstructured data, and continuously learning. Insurance companies can deploy Watson to allow customers to chat directly with it or to help customer service representatives quickly find relevant information to resolve customer issues. This can improve the customer experience, increase revenue, strengthen customer relationships, and reduce costs.
Building Outstanding Customer RelationshipsAmy Cross
Next best action marketing is a tactic that has been around for a while, but few marketers have been able to fully take part in this powerful marketing strategy – especially in financial services, where customer data is abundant but hard to act on for marketing use. It’s a concept that the whole organization needs to align on because it impacts the entire customer experience. With next best action marketing, each customer becomes a “segment of one” versus a “segment of many,” improving marketing action precision and relevancy.
To implement next best action marketing, you need to have the right technology in place. It should be able to give you a complete understanding of each and every customer, and also be able to decide on – and recommend – the right actions to take, at the right time, based on the complete and actionable view of each individual customer.
James Taylor, CEO of Decision Management Solutions, and Steven Noels, CTO and Co-Founder of NGDATA, delve into next best action marketing, how you can use it to empower the customer experience, and the right technologies to get you there.
Key takeaways include:
Key concepts of next best action marketing
The importance of understanding your customers in an omni-channel environment
How to get your organization aligned around the strategy
How to get on the road to success with the right technology in place
The document discusses key concepts for developing a startup value proposition including:
1) Defining the problem the product solves, determining the potential market size, and understanding existing competition.
2) Developing insights into technology and market trends that address how the problem can be solved.
3) Creating a minimum viable product to test hypotheses about the product-market fit and learn from early customers.
Peppers & Rogers Group experts build on research on the state of consumer trust in the healthcare industry, giving you the tools to build trust at your own company. This presentation will reveal the elements of the trustability platform, and show you how to tie trust-based activity to ROI.
How Financial Services Companies Use Digital Technology to Improve Customer E...Precisely
Companies like yours provide a vital service to the public, but you know that communicating with consumers can be challenging. No matter how important banking and insurance products are, most people spend little time reading the fine print.
So how do you increase customer engagement and boost retention?
Join our conversation to learn how you can easily create relevant and meaningful connections throughout the customer experience journey.
Find out how organisations like yours use digital media to help them enrich engagement and build lasting and profitable customer relationships.
Customer Lifecycle Engagement for Insurance Companiesedynamic
This document discusses improving customer engagement and acquisition for insurance companies through digital channels. It begins with an agenda and introduction to eDynamic's expertise in digital solutions for insurers. It then covers key trends in customer acquisition, opportunities for improving engagement through the customer lifecycle. Specifically, it discusses how digital plays a role in each stage from research to claims. It provides eDynamic's perspective on how insurers can respond by understanding the changing customer and providing simplicity, visibility and control. Finally it outlines a approach to improving engagement and acquisition through assessing maturity, creating digital marketing tactics, selecting the right technology elements, and continuous improvement.
Beyond the Customer Satisfaction Survey - 35 ideas for customer insightPaul Hopkins
Looking to get more information then just the standard customer satisfaction survey, for your big data or customer experience project? In this presentation, I explain where to in a multi channel retail, you can find rich customer insight to deliver you better customer insight.
Connaizen is a Personalization Platform to optimize customer communication and increase lifetime value of customers.
Connaizen works with players with rich and scarce customer data including banks and retailers.
This deck is a an open pitch for banking customers
Outperform Webinar Series: How to Optimize Your Checkout Flow & Engage Your C...Optimizely
Join Optimizely’s lead strategy consultant, Alek Toumert, to understand how to experiment and optimize throughout the checkout flow.
Consumer’s expectations have been rapidly changing, and the checkout process is one of the most important consumer engagement points. Experimentation can enable you to create a better checkout experience, regardless of channel. As the only experimentation platform that is PCI compliant across the board, Optimizely enables customers to experiment at any point in the customer journey.
Concierge services can be reviewed as emerging industry as there are not many players in the market to cater the increasing demands of clients. Reseller programs are available to expand the market
The document summarizes 13 interviews conducted over two weeks with architecture and engineering firms. It details the types and sizes of firms interviewed, as well as trends in the design/construction industry observed from the interviews. Key trends included increased use of Building Information Modeling (BIM) software and growth in green building projects. The document also provides background on the Spectrum team members and their initial concept to provide automated building performance feedback early in the commercial design process.
(1) A concierge MVP involves manually solving customers' problems to test assumptions quickly without fully developing an automated product. This helps de-risk projects and learn through iteration.
(2) A concierge MVP starts with curated services instead of a fully developed product. While inefficient, services can be modified faster than building automated solutions. It evolves problem and solution interviews.
(3) A concierge MVP allows testing assumptions like whether the product is valuable, who the customers are, and how the business model and mix of products/services will work.
A concierge works separately from the front office desk to fulfill guest services like handling mail and messages, making dinner reservations at suggested restaurants, acting as a local guide, and taking care of any guest essentials. They report directly to the front office manager and work closely with other hotel staff like bell captains and reception to solve guests' problems. A concierge plays an important customer service role by utilizing their extensive knowledge of the local area and contacts to manage guest requests and operations at the hotel or resort.
Thunderhead argues that businesses should shift their focus from managing the customer journey to understanding the customer-managed journey. A customer's journey consists of interactions they choose across multiple channels and cannot be controlled by a business. However, businesses can gain insight into the actual customer journey by comparing it to journey maps and using data from real interactions to analyze customer behavior and take real-time action. This allows businesses to improve the customer experience at each stage of their personal journey.
The document discusses potential financial solutions for underserved customer segments like immigrants, international students, and the underbanked. It outlines several hypotheses for new products and services, including a prepaid loyalty card distributed at retail points of sale, alternative employment services, and payday lender ATMs. Each hypothesis is tested through customer interviews and industry research. Key lessons learned are the importance of truly understanding customer needs, being willing to pivot quickly from unviable ideas, and gaining real-world experience over theoretical models. The document advocates further developing a "Day 1" financial solution tailored for immigrants and international students lacking credit history.
1. The document discusses how design thinking is changing the role of customer insights in organizations. It argues that insights are no longer the domain of a single person or department but rather are integrated throughout agile teams.
2. It also discusses how behavior design can be used to change people's behaviors by focusing on simplicity rather than motivation alone. Using triggers and reducing the ability threshold makes behaviors easier to perform.
3. A key point is that successful organizations understand customer needs and help people achieve their goals through designing products, services, and experiences.
Find the Gaps with a Customer Experience Map CRMEvolution 2014jhewitt98
Businesses are constantly seeking ways to more accurately predict customer behavior and attitudes. Analytical models and market research offer robust information, but are you overlooking an innovative approach to discover what your customers are thinking and doing? Customer experience maps examine customer emotions and attitudes through the learn, buy, enjoy, and advocate stages of the customer life cycle. The map identifies the gaps in your customer experience and delivers a framework for effectively improving it. This presentation walks you through the process of creating a customer experience map and gives real-world examples of how a major financial institution and an entertainment loyalty program were able to use their maps to identify gaps in their communications and processes.
How Best-in-Class Contact Centers Satisfy Demanding CustomersKnowlagent
Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.
The document provides an overview and case studies of omnichannel banking initiatives at four financial institutions:
1) Central Bancompany's Business Analyzer tool which integrates data across channels to provide personalized customer service.
2) Standard Bank of South Africa's Guided Sales Workbench which provides customized sales prompts to agents across channels.
3) UMB Bank's advisory-based service model which uses data and analytics to engage customers through the most appropriate channel.
4) Westpac's digital platform which offers a consistent customer experience across all digital channels and devices.
Shaping the future of insurance with IBM WatsonJohn Root
IBM Watson can help transform customer experiences and interactions for insurance companies by answering questions in natural language, generating hypotheses with evidence from large amounts of structured and unstructured data, and continuously learning. Insurance companies can deploy Watson to allow customers to chat directly with it or to help customer service representatives quickly find relevant information to resolve customer issues. This can improve the customer experience, increase revenue, strengthen customer relationships, and reduce costs.
Building Outstanding Customer RelationshipsAmy Cross
Next best action marketing is a tactic that has been around for a while, but few marketers have been able to fully take part in this powerful marketing strategy – especially in financial services, where customer data is abundant but hard to act on for marketing use. It’s a concept that the whole organization needs to align on because it impacts the entire customer experience. With next best action marketing, each customer becomes a “segment of one” versus a “segment of many,” improving marketing action precision and relevancy.
To implement next best action marketing, you need to have the right technology in place. It should be able to give you a complete understanding of each and every customer, and also be able to decide on – and recommend – the right actions to take, at the right time, based on the complete and actionable view of each individual customer.
James Taylor, CEO of Decision Management Solutions, and Steven Noels, CTO and Co-Founder of NGDATA, delve into next best action marketing, how you can use it to empower the customer experience, and the right technologies to get you there.
Key takeaways include:
Key concepts of next best action marketing
The importance of understanding your customers in an omni-channel environment
How to get your organization aligned around the strategy
How to get on the road to success with the right technology in place
The document discusses key concepts for developing a startup value proposition including:
1) Defining the problem the product solves, determining the potential market size, and understanding existing competition.
2) Developing insights into technology and market trends that address how the problem can be solved.
3) Creating a minimum viable product to test hypotheses about the product-market fit and learn from early customers.
Peppers & Rogers Group experts build on research on the state of consumer trust in the healthcare industry, giving you the tools to build trust at your own company. This presentation will reveal the elements of the trustability platform, and show you how to tie trust-based activity to ROI.
How Financial Services Companies Use Digital Technology to Improve Customer E...Precisely
Companies like yours provide a vital service to the public, but you know that communicating with consumers can be challenging. No matter how important banking and insurance products are, most people spend little time reading the fine print.
So how do you increase customer engagement and boost retention?
Join our conversation to learn how you can easily create relevant and meaningful connections throughout the customer experience journey.
Find out how organisations like yours use digital media to help them enrich engagement and build lasting and profitable customer relationships.
Customer Lifecycle Engagement for Insurance Companiesedynamic
This document discusses improving customer engagement and acquisition for insurance companies through digital channels. It begins with an agenda and introduction to eDynamic's expertise in digital solutions for insurers. It then covers key trends in customer acquisition, opportunities for improving engagement through the customer lifecycle. Specifically, it discusses how digital plays a role in each stage from research to claims. It provides eDynamic's perspective on how insurers can respond by understanding the changing customer and providing simplicity, visibility and control. Finally it outlines a approach to improving engagement and acquisition through assessing maturity, creating digital marketing tactics, selecting the right technology elements, and continuous improvement.
Beyond the Customer Satisfaction Survey - 35 ideas for customer insightPaul Hopkins
Looking to get more information then just the standard customer satisfaction survey, for your big data or customer experience project? In this presentation, I explain where to in a multi channel retail, you can find rich customer insight to deliver you better customer insight.
Connaizen is a Personalization Platform to optimize customer communication and increase lifetime value of customers.
Connaizen works with players with rich and scarce customer data including banks and retailers.
This deck is a an open pitch for banking customers
Outperform Webinar Series: How to Optimize Your Checkout Flow & Engage Your C...Optimizely
Join Optimizely’s lead strategy consultant, Alek Toumert, to understand how to experiment and optimize throughout the checkout flow.
Consumer’s expectations have been rapidly changing, and the checkout process is one of the most important consumer engagement points. Experimentation can enable you to create a better checkout experience, regardless of channel. As the only experimentation platform that is PCI compliant across the board, Optimizely enables customers to experiment at any point in the customer journey.
Concierge services can be reviewed as emerging industry as there are not many players in the market to cater the increasing demands of clients. Reseller programs are available to expand the market
The document summarizes 13 interviews conducted over two weeks with architecture and engineering firms. It details the types and sizes of firms interviewed, as well as trends in the design/construction industry observed from the interviews. Key trends included increased use of Building Information Modeling (BIM) software and growth in green building projects. The document also provides background on the Spectrum team members and their initial concept to provide automated building performance feedback early in the commercial design process.
(1) A concierge MVP involves manually solving customers' problems to test assumptions quickly without fully developing an automated product. This helps de-risk projects and learn through iteration.
(2) A concierge MVP starts with curated services instead of a fully developed product. While inefficient, services can be modified faster than building automated solutions. It evolves problem and solution interviews.
(3) A concierge MVP allows testing assumptions like whether the product is valuable, who the customers are, and how the business model and mix of products/services will work.
A concierge works separately from the front office desk to fulfill guest services like handling mail and messages, making dinner reservations at suggested restaurants, acting as a local guide, and taking care of any guest essentials. They report directly to the front office manager and work closely with other hotel staff like bell captains and reception to solve guests' problems. A concierge plays an important customer service role by utilizing their extensive knowledge of the local area and contacts to manage guest requests and operations at the hotel or resort.
The document describes a new concierge property investment service from Real Estate Investar. The service provides investors with a dedicated Concierge Portfolio Manager to help them achieve their property investment goals through a six-stage process. This includes pre-qualification, arranging financing, identifying suitable investment properties, acquisition, and long-term portfolio management. Key benefits include personalized planning, exclusive off-market opportunities, automated accounting tools, and ongoing support.
Capstone project for the Health Services Administration Program at Auburn University. Each team is required to write a business plan for a medical practice. Our business plan for Premiere Concierge Services based in Daphne, Alabama is a comprehensive plan for a potentially highly profitable practice. The business plan covers: strategic planning, marketing, organization and design, business floor plan and layout, staffing, regulatory compliance plans, finance and accounting, and technology. Personally responsible for writing the technology section of the plan. Collaborated with other team members to complete the strategic planning section.
Day 3 of the canvasing process focused on refining the business model of a reservation platform that offers discounts to fill empty restaurant seats. Key points identified include continually growing a list of mid to high-end restaurant partners, improving data collection and marketing for restaurants, and attracting users such as young professionals and middle income diners interested in fine dining experiences. The model would benefit restaurants through increased reservations and social media exposure, while users could save on meals and support a charity partner by making reservations through the platform. Further work is needed on website development and customer acquisition strategies.
Top 10 concierge supervisor interview questions and answerstonychoper3906
This document provides resources for concierge supervisor interview preparation, including sample interview questions, tips, and links to additional materials. It outlines 10 common interview questions for concierge supervisors, such as describing a typical work week and discussing challenges in the role. The document also lists related career fields and experience levels the interview questions could apply to. Overall, it aims to equip job applicants with guidance on successfully interviewing for concierge supervisor positions.
The aging baby boomer generation will place significant strain on elder services over the next 20 years. Currently, a large working population supports a small elderly population, but this will reverse as boomers age. Fewer caregivers and more elders needing support will constrain resources for elder services. However, advances in medicine and technology may help elders remain independent with fewer resources. Innovation will be needed to meet the coming challenges facing elder services.
Care.com helps families find senior care options like assisted living, retirement communities, and home care. Their advisors conduct thorough assessments of families' needs and finances to make targeted referrals to providers. This results in highly qualified matches. As part of their referral program, advisors are salaried, experienced employees who send customized lists of senior care providers to families. Care.com has a large national reach through their website and marketing. Providers only pay if a family chooses them, with no upfront costs.
Caring in Place is a technology platform that aims to help family caregivers care for aging loved ones at home. It allows caregivers to generate care plans, share tasks with other caregivers, and coordinate care. This helps caregivers save time and money while improving health outcomes for their aging loved ones. The platform also connects caregivers to products and services to address their care needs. The goal is to make it easier for family caregivers to support aging in place by educating, connecting, and coordinating their care efforts.
Mapping of Effective Technology-based Services for Independent Living for Old...Alfredo Alday
TELEMONITORING SERVICE FOR CHRONIC CONDITIONS FROM PRIMARY CARE -TELBIL- is one of the 14 Good Practices for Independent Living for Older People at Home.
An interactive talk on prognosis / frailty assessment tools, the commonalities and key factors, and misconceptions about assessing prognosis in elderly people.
Relies heavily on ePrognosis.org - a great site!
The document discusses various types of eldercare available and factors to consider when choosing care for an aging loved one. It describes adult day programs, independent living facilities, assisted living facilities, nursing home care, and family or in-home care. It also contrasts the differences between home care agencies and caregiver registries. When choosing care, it's important to understand the needs and preferences of the aging loved one, ensure their safety, and find a solution that provides ongoing oversight, assessment and support as needs change. Raleigh Geriatric Care Management can help families navigate eldercare options.
Design Challenge: Aging in Place,Silicon Valley at the 2014 Positive Aging ForumChris Kennedy
The document summarizes presentations from a 2014 forum on aging in place in Silicon Valley. It includes discussions on:
- Creating a new affordable model of home care and support services for aging in place.
- Expanding a CCRC's service model into home settings through services like care coordination, transportation and meals.
- Developing social enterprises to support aging in place, like a culinary services program.
- The programs and services provided by the Santa Clara County Department of Aging and Adult Services, including increases in clients served.
BIF Aging In Place Multi-Partner CollaborationSaul Kaplan
The document describes a collaboration between multiple partners to develop market solutions for elder care through the BIF Elder Experience Lab. The lab aims to enable elders to age in place through deep insights into their experiences, identifying opportunities, and testing new models of service delivery. Partners would contribute funding to map the aging in place experience, develop an opportunity list, and leverage the lab for proprietary development and testing. The goal is to create sustainable and integrated health solutions that allow more elders to live well outside of institutions.
Senior Lifestyle Concierge provides various lifestyle services to help seniors achieve balance and optimal living. They assist seniors in remaining in their homes through services like transportation, housekeeping, and errands. When transitions are necessary, they help ensure the process runs smoothly, such as by providing move management and home relocation assistance. Their primary goal is to foster independence and quality of life for seniors through an affordable and reliable service.
Access Control with Concierge: One Tool To Rule Them AllKarthik Rangarajan
A lot of startups, like the one I work in, use a lot of third-party SAAS services as part of their day-to-day job. Services like Google Apps, AWS, Slack, Salesforce, GitHub, Atlassian Suite, etc. are commonplace. The ITOps teams, however, have to live the nightmare of managing access to all of these different tools and services - especially during onboarding and offboarding. Add to this MIX internal services such as VPN, SSH Servers, internal tools, etc., it becomes almost impossible to handle access control manually. Faced with this very same problems, we created a tool called Concierge. Concierge aims to be the one-stop-shop for all access control related solutions - sync with the HR directory, automatically sync with AD/LDAP and add people to appropriate groups, as well as grant access to various tools and services based on their roles, and provide the ITOps team a holistic view of who has access to what. Concierge also revokes access upon offboarding, role change, or any other event as necessary.
Healthy adults ages 50-65 with over $500k in assets and an existing will/trust are the target customer segment. The product automatically maps a user's financial and digital assets to help organize their affairs and ensure ease of handling for loved ones after death. Revenue comes from a one-time fee for static access or annual subscription for ongoing access. The goal is to gain customers through professional referrals, ads, and bloggers while retaining them through service upgrades and incentives.
HLO is a new platform that aims to connect caregivers with those seeking homecare for loved ones, addressing the "last mile of healthcare." It focuses on finding caregivers that are well-trained, friendly, affordable, and able to provide "Tender Loving Care" (TLC). The platform hopes to make quality homecare accessible to everyone regardless of their background by building mini-communities of caregivers in neighborhoods. HLO provides online and classroom training to caregivers to guarantee high service quality and the TLC spirit. It aims to improve people's lives by matching those seeking help with caregivers wanting to help through a mobile app.
The document discusses emerging technologies that can help seniors age in place and remain in their homes through the use of integrated technology solutions. It outlines incentives and concerns for both adult children of seniors and home care companies in adopting new technologies. Key incentives include providing better communication, access to information, and peace of mind. Concerns center around usability, security, and the potential for too much information or distraction from core services. The conclusion emphasizes the importance of understanding different customer groups' needs and providing simple, customizable solutions to gain trust and demonstrate value.
The document discusses emerging technologies that can help seniors age in place and remain in their homes through the use of integrated technology solutions. It outlines incentives and concerns for both adult children of seniors and home care companies in adopting new technologies. Key incentives include providing remote care access and communication for families, and enhancing care quality and marketing for home care providers. Concerns center around usability for seniors and a lack of understanding of technology benefits. The conclusion advocates for user-centered design and clear marketing/sales strategies to gain trust and adoption.
The document discusses emerging technologies that can help seniors age in place and remain in their homes through the use of integrated technology solutions. It outlines incentives and concerns for both adult children of seniors and home care companies in adopting new technologies. Key incentives include improved communication, remote care management, and peace of mind. Concerns center around usability, intrusiveness, and the potential reduction of in-person care hours. The document concludes with recommendations around user-centered design, developing trust in technology-focused brands, tailored marketing, internal champions, and outcomes measurement.
- Loves working with seniors
- Has experience as activities assistant
- Looking for more hours
Student:
- Pre-med student
- Needs flexible hours
- Passionate about geriatrics
Retired Nurse:
- 30 years experience in geriatrics
- Recently retired, misses the work
- Would love to stay active part-time
Teacher:
- Middle school teacher, summers off
- Always volunteering at senior center
- Excited for new way to engage seniors
We found our first facilitators!
Sss14curry SEHTA health assisted living tele careJustin Hayward
CIR’s Events upcoming are always listed at http://www.hvm-uk.com Go there to plan your excellent networking and tech learning schedule!
CIR is proud to present the takeaways from the Smart Systems Summit 2014 at the prestigious Institute of Directors in Pall Mall, West London 1-2 October. This year's programme was truly excellent, with over 30 speakers.
smart, energy, grids, power, homes. transport, living, sensors, IOT, M2M, Industrial internet, technology, industry, markets, value, innovation, marketing, products, services, monetisation, growth, better
This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
This document discusses steps to improve customer service. It begins by recommitting to providing exceptional service and looking at examples from companies like Chick-fil-A. It stresses taking ownership of complaints, having well-defined processes and checklists, and using a B.L.A.S.T. system to believe customers, listen without fighting back, answer questions, satisfy their needs and build trust. The goal is to shift from a culture of just working to one of stewardship where customers feel truly cared for.
This document outlines guidelines for dealing with vulnerable consumers in direct marketing and telemarketing. It provides an agenda for an event discussing the issue, including presentations from organizations like Rethink Mental Illness and Alzheimer's Society. The guidelines presented provide practical tips for call center staff, such as improving communication techniques, carefully checking understanding before finalizing sales, and considering special procedures for handling calls from vulnerable customers. Next steps discussed include promoting the guidelines to the industry, developing training tools, and getting client feedback to further evolve the guidelines over time.
Mond'avis is a home care company that provides services to seniors and their families to help them live independently and enjoy a better quality of life. Their mission is to ensure quality of life through dependable and affordable care such as companionship, medication reminders, transportation, and home services. They are committed to sustainability through initiatives like installing sensor lights, dual flush toilets, and recycling paper to reduce waste. They conducted a survey that found the elderly services sector is growing as over half the local population are seniors, positioning Mond'avis for viability in their chosen area with few competitors and a focus on individualized attention and technology support for clients.
Mond'avis is a home care company that provides services to seniors and their families to help them live independently and enjoy a better quality of life. Their mission is to ensure quality of life through dependable and affordable care such as companionship, medication reminders, transportation, and more. They are committed to sustainability through initiatives like installing sensor lights, dual flush toilets, and recycling paper to reduce their environmental impact. They have conducted research that shows there is demand for senior services and that their individualized attention positions them well to succeed in their target community.
The document summarizes a presentation given on dealing with vulnerable consumers in contact centers. It discusses the Care initiative launched by the DMA Contact Centers Council to provide practical guidelines for contact center staff on identifying and appropriately handling calls from vulnerable consumers. The presentation covers who is considered vulnerable, common problems they face, tips for call center agents, and next steps to promote and evolve the guidelines.
Reshaping Services at a Local Level - Understanding What Really Matterswalescva
The document discusses reshaping services at the local level to better understand what matters. It suggests that organizations traditionally focus on solving predefined problems rather than understanding service users' actual needs and concerns. Counterintuitively, the document recommends designing organizations based on demand rather than services, valuing all demand, and focusing on understanding what really matters to individuals. Examples show how this approach improved outcomes for clients while significantly reducing costs for public services.
This document discusses innovation and entrepreneurship. It begins with definitions of innovation as creativity that implements new ideas to create value. A startup is defined as a temporary organization designed to search for a repeatable and scalable business model. The document then covers the topics of what makes innovations successful or not, different attitudes people have towards change, and dynamics of innovation over time. Business models and negotiations are also discussed. The key takeaways are that innovation is risky but powerful, startups are how large companies begin, and grit is important for achieving long term goals.
ECEW 2013 Derek Allison - Bringing Customer Centricity to LifeTheFocusGroup
Sony believe that understanding what the customer wants and needs is essential to success; customer experience now impacts on all areas of their business, from product development to all areas of customer interaction. Derek talks of how to gain the customer understanding required to drive process; asking the question whether B2C and B2B customers need different types of engagement; and how the organisation itself needs engaging, in order to deliver real customer benefits.
"Real Time" Marketing for Pubs, Restaurants and CafesFood Profits
Presentation 4 - The "Marketing Mastery Workshop" held at The Jury's Inn Hotel, Nottingham on 2nd September 2014 for Pub, Restaurant and Cafe Owners & Managers.
Why Contact Centres are Costing More than They Should & How to Fix This!Hilario Fiandeiro
I share SIX insights on why contact centres are costing more than they should.
1. We're not embracing self-service automation to the max.
Often, it's because we think customers prefer to speak to a human. As it turns out, most customers actually prefer interacting with well-designed self-service systems.
2. We're dealing with too many repeat + transferred + escalated contacts.
Research shows that nothing erodes customer loyalty more than instances where customers have to make 'more than one contact' to resolve an issue.
3. Most of our 'first-time' contacts could be prevented in the first place.
We're getting good at reacting to service failures. We need to get much better at preventing service failures from happening in the first place.
4. Our contact centre group structures are unnecessarily specialised.
We tend to split our contact centres into smaller agent groups not because we should, but because we can. This means we're not benefiting, as much as we should, from 'economies of scale'.
5. Our 'slim-fit' AHT's (Average Handle Times) aren't as healthy as they appear to be.
We tend to look at AHT purely as a number that needs to be met, not as a behaviour that needs to be managed.
6. Our people aren't as productive as they should be.
We tend to rely too much on 'offering juicier carrots' or threatening with 'bigger sticks' to improve performance. Our focus needs to shift towards creating a culture that is intrinsically motivating.
Now here's the thing…
Not only do the above factors cost more they also more likely to damage customer loyalty.
So this has a 'double-negative' impact on an organisation's bottom line.
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
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
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
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
1. Initial business idea:
Phone-based on-demand concierge service for older adults
Lessons learned presentation | 120 interviews
John
Deniston
MBA1
Deborah
Stamm
MBA1
Quinlan
Jung
MS CS
Eli
Bildner
MBA1
Suzanne
Adatto
MBA2/
MA Ed.
Silver Concierge
2. Total available market
(TAM):
Americans age 75+ not
living in nursing homes or
other full-care facilities
(US Census, US Dept. of HHS)
~18.1M
in the
beginning,
we had a lot
of ideas...
3. Total available market
(TAM):
Americans age 75+ not
living in nursing homes or
other full-care facilities
(US Census, US Dept. of HHS)
~18.1M
But then we
SPOKE with
customers and
tested
hypotheses
with our MVP
Would you call
us to order
transportation
and meals?
4. Total available market
(TAM):
Americans age 75+ not
living in nursing homes or
other full-care facilities
(US Census, US Dept. of HHS)
~18.1M
most of our
hypotheses,
it turns out,
were wrong*
*though a few were right
5. Total available market
(TAM):
Americans age 75+ not
living in nursing homes or
other full-care facilities
(US Census, US Dept. of HHS)
~18.1MThis is the story of how
we moved from
fiction to fact
6. The outline
Initial
needfinding
week 0 week 1 week 2 week 3
Continued
needfinding
tested value prop
(Landing Page)
prep’d MVP
& recruited
participants
week 4
pilot MVP
(Meals, online
shopping)
week 5
refine MVP
(+ Rides &
Groceries)
week 6
refine acquisition
Little House +
B2B Channels
week 7
pivot
nerdwallet for senior
care | B2B service for
assisted living
week 8
MVP feedback
structured diagnostic
quiz vs
open-ended chat
week 9
MVP feedback
caregiver
needfinding and
MVPs
Chapter 1: Silver Concierge
Chapter 1 Chapter 2: B2B Chapter 3: CareCoach
9. chapter 1: silver concierge
week 3: 41 interviews
- target user ≠ economic buyer
- “seniors” ≠ a customer archetype
- being a caregiver is hard
- lack of access to services is a problem — & others are
noticing
Even before we launched
our MVP, we’d learned a lot
about our business.
12. chapter 1: silver concierge
week 4: 54 interviews
We get lots of interest from
caregivers, but sign up only
one older adult user
This is wonderful —
I’m going to tell all of
my friends!
13. chapter 1: silver concierge
week 4: 54 interviews
What we probably should
have done...
Let’s do in-depth
interviews with
the caregivers
and older adults
we weren’t able
to convert!
14. chapter 1: silver concierge
week 4: 54 interviews
What we did instead...
Let’s pilot for
another
week!
15. chapter 1: silver concierge
week 4: 54 interviews
(John working his
charm with the good
people of The Little
House)
16. chapter 1: silver concierge
week 5: 71 interviews
But not even John’s charm
can get us to product-market
fit...
17. chapter 1: silver concierge
week 5: 71 interviews
Customer (“care coordinator”)
Customer acquisition
Call to concierge
Service delivery
On-demand service
providers
Medical providers &
case managers
Friends & peers Senior communities
18. “The handoff between older adults and children, unless
the older adult is really incapacitated, is basically
impossible.”
- Laura Connors, ED Beacon Hill Village
“My grandmother is hugely stubborn and will not change
anything unless she absolutely has to.”
- Remote caregiver in Pennsylvania
19. Gain Creators
Customer Jobs
Independence
- Eat healthy meals
- Get safe rides
- Human connection
- Lack awareness of
current solutions
- Don’t want to be “needy”
- Senior care solutions expensive
- Tech solutions complicated &
lack help
- Lack of trust is major barrier
- Desire personal,
human interaction
User Segment
- Empowering (can use on own)
- Easy; no new tech required (phone)
- Trusted; satisfaction guaranteed
- Responsive & schedulable
- Affordable, clear pricing
- Provides human touch
Products
& Services
Phone access to:
- Meal delivery
- Ride services
- Access to previously unknown
resources, incl those otherwise
unreachable by phone
- Reduce life pressures; create
convenience
- Enable budgeting w/clear,
predictable pricing
- Preserve independence;
reduce anxiety about aging
- Trusted & guaranteed;
reduce uncertainty
- Remove barrier of tech
adoption
- Provide human connection
Customer
Jobs
Peace of mind
- Busy & balancing priorities
- Geographic separation
- Lack of tech adoption by
senior
- Crisis-driven solution finding
- Senior care solutions
expensive
- Reduced anxiety over care
- Reduced schedule burden
- Increased connection to senior
- Predictable spending
Gains
Users
Buyers
Pains
Gains
Pains
Gain
Creators
Pain
Relievers
Our value propositions simply
weren’t resonating...
20. Gain Creators
Customer Jobs
Independence
- Eat healthy meals
- Get safe rides
- Human connection
- Lack awareness of
current solutions
- Don’t want to be “needy”
- Senior care solutions expensive
- Tech solutions complicated &
lack help
- Lack of trust is major barrier
- Desire personal,
human interaction
User Segment
- Empowering (can use on own)
- Easy; no new tech required (phone)
- Trusted; satisfaction guaranteed
- Responsive & schedulable
- Affordable, clear pricing
- Provides human touch
Products
& Services
Phone access to:
- Meal delivery
- Ride services
- Access to previously unknown
resources, incl those otherwise
unreachable by phone
- Reduce life pressures; create
convenience
- Enable budgeting w/clear,
predictable pricing
- Preserve independence;
reduce anxiety about aging
- Trusted & guaranteed;
reduce uncertainty
- Remove barrier of tech
adoption
- Provide human connection
Customer
Jobs
Peace of mind
- Busy & balancing priorities
- Geographic separation
- Lack of tech adoption by
senior
- Crisis-driven solution finding
- Senior care solutions
expensive
- Reduced anxiety over care
- Reduced schedule burden
- Increased connection to senior
- Predictable spending
Gains
Users
Buyers
Pains
Gains
Pains
Gain
Creators
Pain
Relievers
Tech isn’t as big a
barrier to adoption
as we thought; but
trust is huge
21. “[They] do not want to do anything that will shut them in
the house more. Independence is not just about access
to basic needs, it is about getting out and being a part of
the larger world.”
- Bay Area Caregiver
22. Gain Creators
Customer Jobs
Independence
- Eat healthy meals
- Get safe rides
- Human connection
- Lack awareness of
current solutions
- Don’t want to be “needy”
- Senior care solutions expensive
- Tech solutions complicated &
lack help
- Lack of trust is major barrier
- Desire personal,
human interaction
User Segment
- Empowering (can use on own)
- Easy; no new tech required (phone)
- Trusted; satisfaction guaranteed
- Responsive & schedulable
- Affordable, clear pricing
- Provides human touch
Products
& Services
Phone access to:
- Meal delivery
- Ride services
- Access to previously unknown
resources, incl those otherwise
unreachable by phone
- Reduce life pressures; create
convenience
- Enable budgeting w/clear,
predictable pricing
- Preserve independence;
reduce anxiety about aging
- Trusted & guaranteed;
reduce uncertainty
- Remove barrier of tech
adoption
- Provide human connection
Customer
Jobs
Peace of mind
- Busy & balancing priorities
- Geographic separation
- Lack of tech adoption by
senior
- Crisis-driven solution finding
- Senior care solutions
expensive
- Reduced anxiety over care
- Reduced schedule burden
- Increased connection to senior
- Predictable spending
Gains
Users
Buyers
Pains
Gains
Pains
Gain
Creators
Pain
Relievers
“Improved” access to
services doesn’t mitigate
concerns about aging — it
amplifies them!
23. “I don’t want to be a part of a service where I wouldn't
know the driver.”
- Older adult, Palo Alto
25. chapter 2: b2b concierge
week 6: 84 interviews
Hypothesis:
If caregivers won’t intermediate to deliver
Silver Concierge to older adults, perhaps
elder living companies and facilities might….
26. chapter 2: b2b concierge
week 6: 84 interviews
Independent-living
facilities, senior
apartments, and
55+ villages will
want to partner
with us to outsource
service delivery
27. chapter 2: b2b concierge
week 6: 84 interviews
Volunteers are
enough to fill most
of our service
requests...
sounds interesting,
but we’re only doing
a few Uber rides a
month...
28. chapter 2: b2b concierge
week 7: 96 interviews
Positive feedback, but no one is really
grabbing this out of our hands...
31. chapter 3: CareCoach
week 7: 96 interviews
What we knew
- Older adults often don’t think there’s a problem
- Acquiring older adults as users is really hard (high CAC)
- Service provision doesn’t address loneliness/isolation
- Extreme price sensitivity
- High-touch service important => unit economics tough
- Caregivers are overwhelmed, overworked, and want support
32. Research and mastery of
latest senior-tech and
pricing
Logistics of on-demand
response to questions
Product and service
providers
AARP
Senior Activity Centers
Senior-housing
advisory+referral services
Caregiver Cara is 40-50
with a parent who is 75-90
and still living
independently but starting
to struggle
Cara is employed, busy
and has children of her
own
Cara is overwhelmed
Cara is worried about
affording care
Our customers are
product and service
providers (uber, lyft,
nursing homes, gadgets)
hoping to reach caregivers
and seniors
Personalized, expert
support to help you
navigate caring for an
older loved one
Trusted resource would
reduce time and stress
associated with
“becoming an expert”
caregiver
Transparent pricing
Emotional need- Guilt and
fear
Acquisition via web search
Mommy blogs
Caregiver blogs
Hospitals
Senior-housing
advisory+referral services
Employees committed to
providing gold-standard
content and service
Effective branding
Get: “acquire via online
search
Keep: quality product,
emails on latest tech
advances/products
Grow: Viral loop is critical;
“up-sell” to consulting
services
Referral fee from service providers
“Premium” personalized coach/consultant (could build in house or
partner with other service)
Biggest cost driver (unit economics/variable costs) is customer
acquisition
chapter 3: CareCoach
week 7: 96 interviews
CareCoach
BMC
33. What we found…
- Local knowledge critical
(scalability challenge)
- Acquisition is still challenging
(caregivers don’t necessarily
look online)
- “There are so many things I
know I should be doing, I don’t
even know where to start.”
- BUT: Huge, pressing pain points
around being a caregiver
chapter 3: CareCoach
week 8-9: 118 interviews
35. We didn’t find product-market
fit. But we uncovered a whole
lot of lessons.
36. THANK YOU
the teaching team: steve, steve, and jeff
our wonderful mentors: justin wickett & mar hershenson
our LLP classmates
our interviewees, testers, and supporters
38. The
Opportunity
Total available market
(TAM):
Americans age 75+ not
living in nursing homes or
other full-care facilities
(US Census, US Dept. of HHS)
~18.1M
Served available market
(TAM):
...living in urban and major
suburban areas (50%) with
access to family or friend
caregivers (65%)
(US Admin. on Aging, Institute
on Aging )
~5.9M
Target market:
...with household incomes of
>$50,000 (49%)
(US Admin. on Aging)
~2.9M
39. Get
our B2C
Customer Relationships
Keep GrowAcquire:
Online Advertising
Traditional
Advertising:
Radio, print
(AARP)
Activate:
Create account +
pay first monthly fee
CAC:$100 LTV Revenue: $3,900 LTV Profit: $1,060*
Parent/Child connection
Deals from partners
Upsell:
Additional Services (if
partner revenue model)
Premium: In-person;
Tech support
Cross-Sell:
Lead-generation for
other products+
services: Evolve home
Modification,
Lindycare
*Lifetime @ 4 years
40. Get
our B2B2C
Customer Relationships
Keep GrowAcquire:
Direct Sales to
Independent Living
communities
Partnerships with
Senior Centers
Activate:
Activated accounts
with communities
CAC:$16,800 LTV Revenue: $457,500 LTV Profit: $97,500*
Sales leverage
Bulk pricing
Upsell:
Additional services
Tech support
Cross-Sell:
Lead-generation for
the independent
communities from
outside customers?
*Lifetime @ 5 years
42. What (would be) next:
TurboTax for Caregivers
Customer: Caregivers
Pain:
“Holy Cow, I now need to take care of my parent, I don’t even
know where to start or what to do”
Pain reliever:
A trusted platform to guide caregivers who are just getting
started and perhaps to help manage their finances as their
loved ones age further.
Revenue: Advertisement (likely through placement and
lead generation rather than banner ads). Potential to upsell for
finance management (fee basis) in future product iteration.