These slides analyze the value propositions for the members (more than 140) of Wall Street Journal's Billion Dollar Startup Club. Value propositions are important, because they are a major reason for the success of a product or a service. Many of these value propositions involved multiple dimensions of performance and large changes in user behavior. Young entrepreneurs should look for these types of value propositions.
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for augmented reality software in the furniture industry. This software, in the form of a mobile app, enables users to envision new furniture in their home. After picking a scene from their home, users can download a 3D image of furniture from an online furniture’s web site into the app, and change the furniture’s position and color. The customers for the software are online retailers and furniture buyers. The value proposition for the user is better purchase decisions and for the on-line retailer is fewer returns. Possible methods of value capture include sales of the app to online retailers, pay per click, and commissions per sale of furniture to end users. Intellectual property and network effects are the possible barriers to entry and thus methods of strategic control.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of Garena. Garena provides a platform for online multi-player games and is now striving to become a platform for a wider variety of activities. Players compete through both skill and money, with purchases of tools and characters helping them win games. Garena profits from the sale of these tools and characters. Garena also provides communication services that complement the online games and it is using these services to expand the breadth and power of its platform. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Garena.
This deck offers a brief overview of Jackdaw Research, a research and consulting firm focused on the consumer technology market. We differentiate ourselves by taking a big-picture, strategic approach to the consumer technology market, the companies which compete in it, and their business models. This allows us to see trends and predict future developments much more effectively than the traditional siloed analyst firms.
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for augmented reality software in the furniture industry. This software, in the form of a mobile app, enables users to envision new furniture in their home. After picking a scene from their home, users can download a 3D image of furniture from an online furniture’s web site into the app, and change the furniture’s position and color. The customers for the software are online retailers and furniture buyers. The value proposition for the user is better purchase decisions and for the on-line retailer is fewer returns. Possible methods of value capture include sales of the app to online retailers, pay per click, and commissions per sale of furniture to end users. Intellectual property and network effects are the possible barriers to entry and thus methods of strategic control.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of Garena. Garena provides a platform for online multi-player games and is now striving to become a platform for a wider variety of activities. Players compete through both skill and money, with purchases of tools and characters helping them win games. Garena profits from the sale of these tools and characters. Garena also provides communication services that complement the online games and it is using these services to expand the breadth and power of its platform. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Garena.
This deck offers a brief overview of Jackdaw Research, a research and consulting firm focused on the consumer technology market. We differentiate ourselves by taking a big-picture, strategic approach to the consumer technology market, the companies which compete in it, and their business models. This allows us to see trends and predict future developments much more effectively than the traditional siloed analyst firms.
Mobile Goes Mainstreet: Consumers Lead the Way — Key Trends and Investment Op...Linda Gridley
The number of smartphone users in the U.S. is consistently growing and the connected user is turning to mobile more and more frequently for everyday consumption. Global mobile data traffic is predicted to increase 26-fold between 2010 and 2015. Smartphone and tablet revenues overtook traditional desktop and laptop revenues in 2013. At the same time, the amount of time users are spending on mobile daily is increasing. Mobile commerce sales are reaching all-time highs, and now represent 12% of total digital commerce, while mobile traffic represent about 40% for major eCommerce retailers such as Amazon, eBay, Apple, and Walmart.
The mobile industry was unquestionably the most important growth channel across digital media. Some of the most important trends we’ve seen in the sector include:
Average mobile (plus tablet) time spend now equal to desktop
Mobile is no longer just for gaming. Growing number
of use cases and apps hitting mass adoption— utilities, productivity,shopping, media & entertainment
Total mobile ad revenue grew twofold in 2013, and still only represents 2% of total ad spend but 12% of total media time spend
Strong M&A and funding environment – First $1bn M&A deal in mobile. Q3’13 was record quarter for mobile
Digital media leaders such as Facebook and Twitter realigned their organizations to mobile over the past two years and now see 40% plus of their revenue from the mobile channel
The evolution of mobile as the next computing platform is just beginning to take shape, bringing new billion market opportunities to the digital media ecosystem. We believe it is still early in this evolution and expect to see new technologies and innovative applications to fuel continued growth over the next five years.
A review of the major business models in use in the consumer technology market, and the keys to success for consumer technology companies. This deck is a shortened version of a longer deck which I regularly present to consumer technology companies and which includes analysis and advice on how they should evolve their businesses given the trends outlined in the deck. A customized presentation is one of the paid services Jackdaw Research offers: please contact me if you would like to know more about this.
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Profitability of Accessibility WordPress Accessibility Day 2020Sumner M. Davenport
Can creating or remediating WordPress sites to include Accessibility increase clients and web designers profits?
Can you measure how much money businesses are losing out on because of a non-Accessible website?
Can profits be lost by designers who are not including Accessibility in their services?
The answer to all of the above is “Yes.”
'Game-changers' provides highlights on how CIOs are shaping the digital agenda of orgs & taking advantage of technologies to drive better business outcomes.
New Services, No Silos: The Next 15 YearsPeter Coffee
The cloud is now the mainstream. Congratulations. That means it’s no longer special to be cloudy. What’s needed now is a re-thinking of what IT does. Let legacy IT incumbents relocate the past century’s silos to the past decade’s server farms. The salesforce.com community is already re-inventing business processes, around the informed and elevated expectations of cloud-native collaborative customers and their connected things. Peter Coffee shares a global perspective on present facts, near-term implications, and the opportunities and challenges of continued leadership above the cloud.
Presented as opening keynote at Midwest Dreamin' 2014 in Chicago by Peter Coffee of salesforce.com inc.
In this session you will learn from the Macy's development team how they adopted Heroku as the main platform for deploying Macy's and Bloomingdales mobile web apps. The speakers will also share how they are leveraging full stack Javascript with Node to architect highly scalable mobile web apps to support extremely large volume holiday spikes. Besides using Heroku for supporting the mobile web sites, Macy's is also leveraging Heroku as an innovation platform for fostering out of box thinking and staying competitive in the fast growing online ecommerce vertical.
Totem Sustainability wants to make sustainability easy and affordable for all organisations. Starting with a focus on energy, water and waste data we will help organisations manage their legal and voluntary sustainability requirements and integrate their reporting, saving time, money, and the planet. The data will then be shared to increase the learning opportunities for our customers and for governments, universities and other interested parties. That’s Sustainability for Everyone.
Presentation delivered during the Introductory Course to Big Data in Agriculture. 29/11/2013, NCSR Demokritos, Athens, Greece.
The presentation is heavily based on the report titled “Big Data Now: 2012 Edition", by O’Reilly Media, Inc.
More info about the event: http://wiki.agroknow.gr/agroknow/index.php/Athens_Green_Hackathon_2013
Annual commentary on future of corporate B2B purchasing considering organization, technology and supply base with specific challenges for purchasing leaders identified,
e-Commerce Facts and Stats 2015 and BeyondEuro IT Group
Euro IT Group teams have delivered dozens of ecommerce platforms. We cover the complete spectrum of ecommerce services from software architecture and development to additional plug ins development, modules extensions, user experience design, testing, maintenance and support, integration with other business systems (eg CRM, ERP, inventory), SEO, marketing, store migration or mobile responsive versions of your ecommerce platform.
Our e-commerce team consists of technical people, business analysts and marketing specialists with hands on experience in tailoring feature rich e-commerce solutions for companies that required modern design, a rich user experience, huge data volumes and integration with additional systems, all this done following the latest industry trends. Our focus is mostly on Magento development.
Startup Investing 101 for Angels with FoundersHK | Edith YeungEdith Yeung
To cultivate a healthy and vibrant Hong Kong startups community, we not only need kick-ass founders, we also need investors who get what startups are all about.
Home to 96 billionaires, Hong Kong has no shortage of funding. Unfortunately, most of the investors come from traditional industries and often investing in startups the wrong way.
In this video, you will learn:
Why is it not just about the money?
Why should you invest in startup?
How to position and brand yourself as an angel investor
How to build up your deal flow?
How to evaluate a startup?
What is a SAFE and how to invest?
What to do or NOT to do after an investment?
Up your game as an angel investor.
Adapt the right mindset and build an effective investment strategy tailored to your expertise.
Watch this video and check our
Mobile Goes Mainstreet: Consumers Lead the Way — Key Trends and Investment Op...Linda Gridley
The number of smartphone users in the U.S. is consistently growing and the connected user is turning to mobile more and more frequently for everyday consumption. Global mobile data traffic is predicted to increase 26-fold between 2010 and 2015. Smartphone and tablet revenues overtook traditional desktop and laptop revenues in 2013. At the same time, the amount of time users are spending on mobile daily is increasing. Mobile commerce sales are reaching all-time highs, and now represent 12% of total digital commerce, while mobile traffic represent about 40% for major eCommerce retailers such as Amazon, eBay, Apple, and Walmart.
The mobile industry was unquestionably the most important growth channel across digital media. Some of the most important trends we’ve seen in the sector include:
Average mobile (plus tablet) time spend now equal to desktop
Mobile is no longer just for gaming. Growing number
of use cases and apps hitting mass adoption— utilities, productivity,shopping, media & entertainment
Total mobile ad revenue grew twofold in 2013, and still only represents 2% of total ad spend but 12% of total media time spend
Strong M&A and funding environment – First $1bn M&A deal in mobile. Q3’13 was record quarter for mobile
Digital media leaders such as Facebook and Twitter realigned their organizations to mobile over the past two years and now see 40% plus of their revenue from the mobile channel
The evolution of mobile as the next computing platform is just beginning to take shape, bringing new billion market opportunities to the digital media ecosystem. We believe it is still early in this evolution and expect to see new technologies and innovative applications to fuel continued growth over the next five years.
A review of the major business models in use in the consumer technology market, and the keys to success for consumer technology companies. This deck is a shortened version of a longer deck which I regularly present to consumer technology companies and which includes analysis and advice on how they should evolve their businesses given the trends outlined in the deck. A customized presentation is one of the paid services Jackdaw Research offers: please contact me if you would like to know more about this.
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Profitability of Accessibility WordPress Accessibility Day 2020Sumner M. Davenport
Can creating or remediating WordPress sites to include Accessibility increase clients and web designers profits?
Can you measure how much money businesses are losing out on because of a non-Accessible website?
Can profits be lost by designers who are not including Accessibility in their services?
The answer to all of the above is “Yes.”
'Game-changers' provides highlights on how CIOs are shaping the digital agenda of orgs & taking advantage of technologies to drive better business outcomes.
New Services, No Silos: The Next 15 YearsPeter Coffee
The cloud is now the mainstream. Congratulations. That means it’s no longer special to be cloudy. What’s needed now is a re-thinking of what IT does. Let legacy IT incumbents relocate the past century’s silos to the past decade’s server farms. The salesforce.com community is already re-inventing business processes, around the informed and elevated expectations of cloud-native collaborative customers and their connected things. Peter Coffee shares a global perspective on present facts, near-term implications, and the opportunities and challenges of continued leadership above the cloud.
Presented as opening keynote at Midwest Dreamin' 2014 in Chicago by Peter Coffee of salesforce.com inc.
In this session you will learn from the Macy's development team how they adopted Heroku as the main platform for deploying Macy's and Bloomingdales mobile web apps. The speakers will also share how they are leveraging full stack Javascript with Node to architect highly scalable mobile web apps to support extremely large volume holiday spikes. Besides using Heroku for supporting the mobile web sites, Macy's is also leveraging Heroku as an innovation platform for fostering out of box thinking and staying competitive in the fast growing online ecommerce vertical.
Totem Sustainability wants to make sustainability easy and affordable for all organisations. Starting with a focus on energy, water and waste data we will help organisations manage their legal and voluntary sustainability requirements and integrate their reporting, saving time, money, and the planet. The data will then be shared to increase the learning opportunities for our customers and for governments, universities and other interested parties. That’s Sustainability for Everyone.
Presentation delivered during the Introductory Course to Big Data in Agriculture. 29/11/2013, NCSR Demokritos, Athens, Greece.
The presentation is heavily based on the report titled “Big Data Now: 2012 Edition", by O’Reilly Media, Inc.
More info about the event: http://wiki.agroknow.gr/agroknow/index.php/Athens_Green_Hackathon_2013
Annual commentary on future of corporate B2B purchasing considering organization, technology and supply base with specific challenges for purchasing leaders identified,
e-Commerce Facts and Stats 2015 and BeyondEuro IT Group
Euro IT Group teams have delivered dozens of ecommerce platforms. We cover the complete spectrum of ecommerce services from software architecture and development to additional plug ins development, modules extensions, user experience design, testing, maintenance and support, integration with other business systems (eg CRM, ERP, inventory), SEO, marketing, store migration or mobile responsive versions of your ecommerce platform.
Our e-commerce team consists of technical people, business analysts and marketing specialists with hands on experience in tailoring feature rich e-commerce solutions for companies that required modern design, a rich user experience, huge data volumes and integration with additional systems, all this done following the latest industry trends. Our focus is mostly on Magento development.
Startup Investing 101 for Angels with FoundersHK | Edith YeungEdith Yeung
To cultivate a healthy and vibrant Hong Kong startups community, we not only need kick-ass founders, we also need investors who get what startups are all about.
Home to 96 billionaires, Hong Kong has no shortage of funding. Unfortunately, most of the investors come from traditional industries and often investing in startups the wrong way.
In this video, you will learn:
Why is it not just about the money?
Why should you invest in startup?
How to position and brand yourself as an angel investor
How to build up your deal flow?
How to evaluate a startup?
What is a SAFE and how to invest?
What to do or NOT to do after an investment?
Up your game as an angel investor.
Adapt the right mindset and build an effective investment strategy tailored to your expertise.
Watch this video and check our
This is the keynote address from the July 17th, 2013 Becoming a Customer Company event. This was a co-sponsored event by Magnet 360, salesforce.com, and Marketo. This presentation includes slides as presented by Peter Coffee, Andy MacMillan, Scott Litman, and Jeremiah Owyang.
Complete marketing analysis of Flipkart. Piyush Kapoor
consist of marketing analysis of flipkart which includes
History
environmental analysis of flipkart
pest analysis of flipkart
marketing mix of flipkart
Como a inovação influencia as pequenas e médias empresasAcademia PME
[1º Academia PME Summit] Palestra de Fernando Lemos, Vice Presidente de Inovação LATAM na Oracle, com o tema "Como a inovação influencia as pequenas e médias empresas"
Moving Beyond Mobile: Delivering a Seamless Digital Experience from Online to...Mozu
Learn how to deliver a seamless digital experience with this presentation from Jason Wallis, CTO of Mozu, featuring Adam Silverman, Principal Analyst at Forrester Research.
Watch the webinar replay here: http://info.mozu.com/ecommerce-responsive-design-considerations-webinar.html
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Ola Cabs, an Indian ride sharing company that has beaten Uber in India and is now challenging Uber on the global level. It has introduced a wide variety of low end vehicle service (two and three-wheelers), is expanding into last mile e-commerce deliveries, trucking, ambulance services, 2-wheelers for deliveries, and is linking with restaurants, ticket booking and used good marketplaces.
The slides summarize the business model for Ola Cabs including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for PlugSurfing. PlugSurfing is creating a global network of EV charging stations that can be used with a single account thus eliminating the need for multiple passwords, credit cards, and other identifiers. It had created a network of 25,000 charging points by January 2016, mostly in Germany and the Netherlands. It already has a density of 17 charging points per square kilometer in central cities and 4 per square kilometer in suburbs. It has also begun expanding into France, Italy, and Belgium. The slides summarize the business model for PlugSurfing including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Zomato, a food discovery site that is transforming the global restaurant business and that is a member of the WSJ’s billion dollar startup club. Not only does it connect users and restaurants, it is also helping restaurants manage their finances, food and equipment orders, and design restaurants. Its core business is helping users find, book, and evaluate restaurants and helping restaurants advertise their services to users and accept bookings. However, the global network that Zomato is building of users and restaurants is enabling Zomato to extend its business into all aspects of F&B.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Vishuo Biomedical, a Singaporean startup. This startup offers a data analytics bioinformatics platform that includes an integrated drug-gene-relation database and this platform is constantly updated as scientific advances are reported in academic journals. The platform analyzes genetic sequence data and provides visualization and reports for hospitals. Vishuo targets hospitals and research institutes with DNA sequencers but who need data analytic tools to interpret the DNA sequencing output. The slides summarize the business model for Vishuo including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
These slides describe my efforts to change engineering education. By focusing on group projects and presentations and real-world engineering issues that are applicable to much of industry, we can help students develop and demonstrate real-world skills. Industry will notice well done analysis of real-world issues and this has occurred in my two classes. The next steps are to work more closely with industry, focus more engineering classes on group projects and presentations, and to create new forms of resumes and transcripts. These resumes and transcripts should promote the students through linked presentations that demonstrate the real-world capabilities of students and that help engineering departments build brand images.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of Augmented Reality for travel. Augmented reality superimposes information on top of our sensory data. One way to do AR is to use a smart phone’s camera to view a world with information superimposed on the smart phone’s display. For travel, nearby places of interest can be provides along with ratings, reviews directions, public transport, and other information on them. This information can be obtained from Google Earth and other sources. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for two startups involved with AR and travel.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of SCIO’s molecular sensor. This pocket sensor uses infrared light to determine the molecular makeup of fruits, vegetables, drugs, and other organic materials. As a replacement for bulky spectrometers, it can be used by scientists, engineers, and consumers to determine the sugar content, nutritional value, and other aspects of organic materials. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for SCIO.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Expliseat, a provider of ultralight airline seats. Made from titanium and carbon fiber, these seats have 40% the weight, 10% the number of parts, and are 5 centimeters thinner than existing seats. The lighter weight saves on fuel cost and the fewer parts reduce assembly and logistics costs, making the seat cost about the same as existing seats. The thinner seats can enable more legroom or more seats, depending on the airline’s preference. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Expliseat.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for Google Cardboard. Google Cardboard provides users with a virtual reality experience for a much lower price than that from Occulus Rift. It combines a fold-out cardboard mount with an Android smart phone to enable users to feel as though they are part of a video or game. It is light, does not require wires, and content will be available from YouTube and Google Play. Young males are expected to be the largest users of Google Cardboard. Google expects to make money from sales of content through Google Play. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Google Cardboard.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for Theranos. Theranos provides diagnostic testing for consumers that is faster and cheaper than the existing system. Its tests are done in easy to access pharmacies (e.g., Walgreens) as opposed to hard-to reach doctors’ offices. The tests use small bio-electronic integrated circuits (ICs) instead of large scientific instruments. These ICs utilize micro-fluidic channels that require a pin-prick of blood instead of a vial of blood, which makes the tests more appealing and faster than the traditional tests. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Theranos.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Airware, a provider of operating systems for drones. Developing applications for drones involves high development costs and these costs can be reduced through the use of a well-designed operating system that is used in many types of drones. Just as Android, iOS, and Windows have reduced the development costs for application software in smart phones and personal computers, Airware’s operating system, or aerial information platform as they call it, can reduce the cost of implementing drones for agriculture, delivery, movie production, security, and the many other applications that have been proposed. Airware is trying to develop an eco-system of drone manufacturers, application developers, sensor manufacturers, and drone operators, each of which contributes towards low cost and high performance applications for drones. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Airware.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for a fictitious alliance between Qualcomm and Bosch. Together, these firms can create a dense network of wireless charging stations that can enable the use of inexpensive electric vehicles. The dense network of charging stations reduces the importance of range and thus the weight, volume, and cost of batteries that are needed to propel the vehicle. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Q-Bo, a fictitious alliance between Qualcomm and Bosch.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for Jasper. Jasper provides a platform for the Internet of Things that enable companies to connect their “things” to the Internet. It provides each thing with a global SIM card that works with local telco wireless systems. It also provides a middleware platform that enables data analysis and presentation. This enables users to monitor their things 24/7, better manage costs and customer usage, and integrate these outputs with their own IT systems. Jasper charges for each connection and thus begins making money as soon as users connect to their systems. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Jasper.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Slack, a supplier of collaborative tools for teams. These tools offer a new form of mail service that is very different from that of traditional e-mail programs such as Microsoft Outlook, G-Mail, and Yahoo-Mail. Slack designed its mail service for the cloud computing environment, as opposed to the traditional in-house computing environment. Accessing documents from the cloud is easier with Slack’s service than with Microsoft Outlook as is enabling apps for Slack’s service and reading messages. Reading messages is easier because they are organized by person (like instant messaging on smart phones) as opposed to time. By measuring usage, Slack can charge by active user thus reducing the risk of trying Slack, particularly for individuals, who are the main market for Slack. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Slack.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Oscar Health Insurance. Unlike most health care insurance companies, Oscar focuses on end-users as opposed to companies. It connects end users with its network of health care providers (e.g., doctors, hospitals). It focuses on end-users, largely because America’s new health care plan, usually called Obamacare, opened up this opportunity for focusing on end-users, who didn’t have coverage through employers. Oscar reduces its costs through a simpler form of web-based billing, Telemedicine, and wearable technology. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Oscar.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Zenefits, a supplier of cloud-based human resource (HR) software. Traditionally, HR departments have dealt with benefits brokers, who act as intermediaries between HR departments and insurance companies. Zenefits offer HR software that replaces these benefits brokers thus enabling HR departments to deal with insurance companies through the software. Zenefits offers its software for free to HR departments and takes a commission from insurance that is purchased through its software. This commission is much lower than that taken by traditional benefits brokers because Zenefits has simplified the process of purchasing the insurance. These slides describe the value proposition, customers, scope of activities, method of value capture, and method of strategic control for Zenefits.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Magic Leap, a provider of smart glass-based Augmented Reality. Unlike other forms of AR that rely on cameras and either smart phones or tablet computers, Magic Leap provides AR in smart glasses. These glasses look like Google Glass, but users see a realistic 3D view that is superimposed on the real world, as seen through the glasses. Magic Leap expects its AR glasses to be used for gaming, education, commerce, and other applications. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Magic Leap.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Fischer Tech, a supplier of smart plastics to electronics companies. These smart plastics contain printed electronics that provide increased functionality for plastic parts and products. Transceivers, microprocessors, and other electronics can be embedded in the plastic parts thus enabling doors to open without holding keys or cards and plastic parts to act as dials, controls, and other forms of input. This firm is enabling smart homes and the Internet of Things. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Fischer Tech.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Self-cleaning textiles. Self-cleaning textiles require much less cleaning than do regular textiles because they use special coatings that often include nano-particles. These special coatings make it harder for dirt and bacteria to stick to clothing. These slides describe the value proposition for users along with the customers and methods of value capture.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Value Propositions and Billion Dollar Startup Club
1. A/Prof Jeffrey Funk
Division of Engineering and Technology Management
National University of Singapore
For information on value propositions for specific startups and established firms, see
http://www.slideshare.net/Funk97/presentations. For information on technology change,
see http://www.slideshare.net/Funk98/presentations.
2. Value from products and
services
◦ Benefits
◦ Features
◦ Good experiences
And they want value that
matches their
◦ Wants
◦ Needs
And they want more value
than substitutes provide
Give me
value!
Fish don’t need a bicycle
4. Simple examples
◦ E-commerce is based on different concept than brick
and mortar stores
◦ Smart phones are based different concept (browser,
apps, mail) than are previous phones (voice and
messages)
Other examples
◦ Drones, wearable health, augmented reality, smart
devices
◦ Cloud computing, Big Data, Internet of Things
◦ Social networking, online games, YouTube
◦ Apps to book taxis, order groceries, reserve rooms,
make payments, and do messaging
5. Hard to say
It’s kind of like good art
◦ I know it when I see it
Or kind of like beauty
◦ Its all in the beholder
Can we do better than this?
◦ Can we better explain a good value proposition?
◦ So that we can look for and develop good value
propositions?
6. Time
Performance
Is it really
so simple?
Or is a new value
proposition more
complicated?
Slowdown
Acceleration
The Conventional Wisdom
7. How different are value propositions of old
and new technologies?
◦ Can dimensions of performance be defined?
◦ If so, was there a change in one, two, three, or
more dimensions?
What about customers, who are they?
◦ From the customer’s perspective, did the new
technology change or require a large change in
their behavior?
8. Investigate value propositions of new
technologies currently being implemented, ones
that are having a large impact on our world
Examples of these value propositions can be
found in members of Billion Dollar Startup Club
For each member, consider new and old
technologies:
◦ What is change in technology?
◦ Who are the customers?
◦ What is change in value proposition?
Are the VPs different in one or multiple dimensions?
Do the VPs change or require changes in user behavior?
9. Global Startups (sometimes called Unicorns)
◦ valuations over $1 Billion
◦ still private (no IPO yet)
◦ have raised money in past four years
◦ at least one venture capital firm as investor
122 firms as of 25 September 2015
◦ With 21 other startups that recently exited (IPOs,
acquisitions or decreasing value), total of 143 firms
High valuations mean investors believe these firms
offer something valuable, unique, hard to copy
Some of them will
◦ lead to “creative destruction”
◦ have $100 Billion plus market capitalizations in the future,
like the strongest hi-tech startups: Apple, Google, Amazon,
and Microsoft
10. Company Latest Valuation Total Equity Funding Last Valuation
Uber $51.0 billion $7.4 billion August 2015
Xiaomi $46.0 billion $1.4 billion December 2014
Airbnb $25.5 billion $2.3 billion June 2015
Palantir $20.0 billion $1.6 billion October 2015
Snapchat $16.0 billion $1.2 billion May 2015
Didi Kuaidi $16.0 billion $4.0 billion September 2015
Flipkart $15.0 billion $3.0 billion April 2015
SpaceX $12.0 billion $1.1 billion January 2015
Pinterest $11.0 billion $1.3 billion February 2015
Dropbox $10.0 billion $607 million January 2014
WeWork $10.0 billion $969 million June 2015
Lufax $9.6 billion $488 million March 2015
Theranos $9.0 billion $400 million June 2014
Spotify $8.5 billion $1.0 billion April 2015
DJI $8.0 billion $105 million May 2015
Zhong An Online $8.0 billion $934 million June 2015
Meituan $7.0 billion $1.1 billion January 2015
Square $6.0 billion $495 million August 2014
Stripe $5.0 billion $290 million July 2015
ANI Technologies (Ola Cabs) $5.0 billion $903 million September 2015
Snapdeal $5.0 billion $911 million August 2015
Stemcentrx $5.0 billion $250 million September 2015
Zenefits $4.5 billion $596 million May 2015
Cloudera $4.1 billion $670 million March 2014
Dianping $4.0 billion $1.4 billion March 2015
The Top 25 Firms as of 25 September, 2015
11. Category U.S. Europe China India Other Total
Software 38 1 2 41
E-Commerce 12 3 9 2 2 28
Consumer
Internet
18 6 7 2 4 37
Financial 7 4 3 1 15
Hardware 7 2 1 10
Bio-tech, bio-
electronics
7 1 8
Energy 2 2
Space 1 1
Retail 1 1
Total 92 14 22 6 9 143
Number of Startups, by Category and Country
Most are Internet Related (121)
Note: the descriptions by the Wall Street Journal and other sources were used to redefine some of
the startups and to combine smaller categories into larger categories
12. 0
5
10
15
20
25
30
before
2001
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Number of Startups Founded by Year and Category
software
consumer internet
e-commerce
financial
hardware
13. Starting with E-commerce
◦ Followed by financial, consumer Internet, software,
and bio-tech/electronic startups
What is change in technology?
What is change in value propositions?
◦ Are the VPs different in one or multiple dimensions?
◦ Do the VPs change or require changes in user
behavior?
What about customers, are they different?
14. Common
Characteristics
for all of them
Customers:
Mostly young
and female
Value
Proposition:
Lower price,
more selection,
convenience
Dimensions:
Price,
convenience,
selection,
number of
returns
Change in User
Behavior: online
vs. visit to
physical store
Sub-
Category
Access Num
ber
Names of Firms Change in
technology
Clothing
and
Access-
ories
Desktop 5 Zalando, Global Fashion
Group, Lazada, Gilt
Groupe, JustFab
Internet based
Mobile 4 Vancl, Mogujie, LaShou,
Fanatics
Internet
based, mobile
Broad
Variety of
Products
Mobile 7 Koudai Shopping,
JD.com, Quikr, Flipkart,
Snapdeal, Coupang,
Contextlogic
Internet
based, mobile
Furniture,
Interior
Design
Desktop 4 Home24, FarFetch,
Wayfair, Honest Co,
Internet based
Mobile 1 Fab Internet
based, mobile
Other
Products
(focused)
Desktop 3 Warby Parker,
Pluralsight, WeWork
Internet based
Other
Products
(focused)
Mobile 2 Beibei, Blue Apron Internet
based, mobile
Discount
coupons
Mobile 2 Meituan, Coupons.doc Internet
based, mobile
Changes in Technology, Customers, Value Propositions, and
Dimensions for E-commerce Startups
15. Customers
◦ Tech-savvy users
◦ Young fashionable iPhone users
Value Propositions involve at least two
performance (non-price) dimensions, maybe
three
◦ Price
◦ Convenience
◦ Selection
◦ Number of returns
Large change in user behavior
◦ Not visiting physical stores
◦ Searching and purchasing products online
16. Sub-
Category
Numb
er
Names of Firms Change in
technology
Customers
Peer-to
peer
lending
5 Lufax, Prosper
Marketplace, Social
Finance, Funding
Circle, Lending Club
Internet and
big data
Businesses and
individuals who can’t
get loans from banks
Mobile
payment
4 Stripe, One97
Communications,
Adven, Square
Mobile
phone
Consumers at bricks
and mortar stores
Other 6 Powa
Klarna
Zhong an Online
Hanhua Financial
Credit Karma
Sunrun
Internet, Big
Data
Websites
Consumers, Websites
Consumers
Businesses
Consumers
Consumers
Changes in Technology and Customers for
Financial Startups
17. Sub-
Category
Names of Firms Changes in Value
Proposition
Dimen-
sions
Change in
User Behavior
Peer-to peer
lending
Lufax, Prosper
Marketplace, Social
Finance, Funding
Circle, Lending Club
Lower rates than loan
sharks
More convenient doing
online than visiting
banks
Rates, time
and effort to
obtain loan,
transaction
costs
Obtain loans
online instead
of banks
Mobile
payment
Stripe, One97
Communications,
Adven, Square
Faster, more convenient Transaction
speed and
cost (rate)
Pay with mobile
phones instead
of cash or
cards
E-commerce
payment
Powa and Klarna Lower fees than credit
card or Paypal
Simpler method for
shoppers
Fees, Time
and effort to
receive
payment,
Small change
from credit
card or Paypal
Other Powa
Klarna
Zhong an Online,
Hanhua Financial,
Credit Karma,
Lower fees for insurance
online, lower rates for
credit guarantees to
businesses, credit scores
for individuals, leasing
solar cells
Rates, Time
and effort to
obtain
insurance,
etc.
Do online
instead of
through bricks
and mortar
Changes in Value Propositions, Dimensions, and User Behavior for
Financial Startups
18. Customers
◦ Businesses and individuals who can’t get loan from bank
◦ Tech-savvy users of mobile payment services
Value Propositions involve one or two
performance (non-price) dimensions
◦ Price (rates or fees)
◦ Time and effort of user
Large change in user behavior
◦ Not visiting banks for loans or credit guarantees, instead
doing online
◦ Paying with mobile phones instead of cash or card
◦ Consumers obtain credit scores (not done before)
◦ New web sites can exist because new forms of E-
commerce payments exist
19. Sub-
Category
Numb
er
Names of Startups Change in
technology
Customers
Ride Sharing 7 Uber, Didi Dache, Kuaidi Dache,
Ola Cabs, Lyft, Grabtaxi, BlaBla
Car
App based Final users
and drivers
Food
Delivery
5 Delivery Hero, Zomato, Instacart,
Hello Fresh, Ele.me
App based Final users,
deliverers
Audio and
Video
6 Spotify, Shazam, Pinterest
(Internet), Snapchat, KIK
Interactive, Tango
App-or
Internet
based
Consumers
Games 5 Kabam, Garena Online, Fan Duel,
Draft Kings, Legendary
Entertainment
Digital
tech
Consumers
Social
Networking
5 Eventbrite (App), NextDoor (App),
Lamabang, Vox Media, Houzz
Internet
based
Special
customers
Hotels 2 Airbnb, Tujia App-
based
Users,
owners
Health Care 2 Oscar Healthcare, ZocDoc Internet
based
Final users
and doctors
Other 4 Rocket Internet, Yello Mobile,
APUS, BuzzFeed, Dianping
Internet Various
Changes in Technology and Customers for Consumer Internet Startups
20. Category Names of Startups Changes in Value Propositions
Ride
Sharing
Uber, Didi Dache, Kuaidi Dache,
Ola Cabs, Lyft, Grabtaxi, BlaBla
Car
Easier to use app than call
Enables new drivers
Food
Delivery
Delivery Hero, Zomato, Instacart,
Hello Fresh, Ele.me
Convenience of delivery and of app over
desktop. Part time work for drivers
Audio and
Video
Spotify, Shazam, Pinterest
(Internet), Snapchat, KIK
Interactive, Tango (changes in VP
refer to specific startups)
Acquire music cheaply, legally; identify
music; personal media platform;
disappearing pics; share music etc. on
messaging, video and voice calling
Games Kabam, Garena Online, Fan Duel,
Draft Kings, Legendary
Entertainment
Online game platform for Kabam and
Garena, new types of games from FD and
DK. LE provides digital movies
Social
Networking
Eventbrite (App), NextDoor (App),
Lamabang, Vox Media, Houzz
Special networks for interior design,
neighborhoods, event planning, mothers,
sports blogs
Hotels Airbnb, Tujia Enables non-hotels to become hotels. For
users, new types of hotels
Health Care Oscar Healthcare, ZocDoc Platforms that link users to doctors and
health care
Other Rocket Internet, Yello Mobile,
APUS, BuzzFeed, Dianping (VP
changes refer to specifc startups)
Builds online startups, shopping platform,
android customizer, viral news, restaurant
search
Changes in Value Proposition for Consumer Internet Startups
21. Category Names of Startups Dimensions (in addition to price)
Ride
Sharing
Uber, Didi Dache, Kuaidi Dache, Ola
Cabs, Lyft, Grabtaxi, BlaBla Car
Transport time for final users
Greater utilization for drivers
Food
Delivery
Delivery Hero, Zomato, Instacart,
Hello Fresh, Ele.me
Accuracy of delivery time and
transaction time/costs for final users
Greater utilization for drivers
Audio and
Video
Spotify, Shazam, Pinterest (Internet),
Snapchat, KIK Interactive, Tango
(Dimensions refer to specific
startups)
Number, quality of songs; accuracy and
speed of identifying music; number of
pins; number of options and privacy
levels; video quality and security
Games Kabam, Garena Online, Fan Duel,
Draft Kings, Legendary
Entertainment
Number and complexity of games,
players per game; resolution and
realism of movie
Social
Networking
Eventbrite (App), NextDoor (App),
Lamabang, Vox Media, Houzz
Size of network, speed of recalculating
connections, transaction costs
Hotels Airbnb, Tujia Number of hotels, price, transaction
cost
Health Care Oscar Healthcare, ZocDoc Cost of insurance, number of doctors,
ease of making doctor appointment,
cost of online consultation
Other Rocket Internet, Yello Mobile, APUS,
BuzzFeed, Dianping
Various
Changes in Dimensions for Consumer Internet Startups
22. Category Names of Startups Changes in User Behavior
Ride
Sharing
Uber, Didi Dache, Kuaidi Dache, Ola
Cabs, Lyft, Grabtaxi, BlaBla Car
Large for drivers, not for
riders
Food
Delivery
Delivery Hero, Zomato, Instacart,
Hello Fresh, Ele.me
Food comes to user, not user
goes to food
Audio and
Video
Spotify, Shazam, Pinterest (Internet),
Snapchat, KIK Interactive, Tango
Few changes
Games Kabam, Garena Online, Fan Duel,
Draft Kings, Legendary
Entertainment
Changes to multi-player
games and new ones
Social
Networking
Eventbrite (App), NextDoor (App),
Lamabang, Vox Media, Houzz
New way of socializing and
communicating
Hotels Airbnb, Tujia Staying in new types of
hotels, renting out your house
Health Care Oscar Healthcare, ZocDoc Individual healthcare, make
appointments online, online
consultations
Other Rocket Internet, Yello Mobile, APUS,
BuzzFeed, Dianping
Various
Changes in User Behavior for Consumer Internet Startups
23. Customers
◦ Tech-savvy iPhone users
◦ Young and fashionable
For value propositions, much greater variety than
in previous categories
◦ Unique value propositions for each sub-category and
often for each startup
For many sub-categories, one or two performance
(non-price) dimensions
◦ Time for ride sharing, food delivery, doctor appointments
◦ Complexity of games, number of simultaneous players
◦ Higher resolution and realism of digital movies
◦ Variety of hotels and music
For other sub-categories, more dimensions and
thus more complex
◦ Social networking
◦ Personal media and messaging platforms
24. Large changes in user behavior for many
startups
Ride sharing
◦ Large changes for drivers but not users
Large changes for
◦ food delivery – receive food instead of going to food
◦ hotels – staying in private homes, not just hotels
◦ health care – access to more doctors and online
consultations
◦ games – play online with others
◦ social networking – new form of interaction
Smaller changes for
◦ audio and video
◦ digital movies
25. Sub-
Category
Numb
er
Names of Startups Change in
technology
Customers
Enterprise
Software
(S/W)
14 Shopify, Apttus, Coupa, Qualtrics,
Deem, Zenefits, Automattic,
CloudFlare, Slack, InsideSales.com,
Sprinklr, AppDynamics, Medalia, Domo
Cloud, Big
Data for
some
Companies
Security S/W 5 Tanium, Good Technology, Lookout,
Okta, Zscaler
Cloud Web sites
Database,
data storage
6 Nutanix, Simplivity, PureStorage,
MarkLogic, MongoDB, Actifio
Cloud, Big
Data
Companies
Big Data S/W
and Services
4 Palantir, Mu Sigma, Cloudera,
Hortonworks
Cloud, Big
Data
Companies
Online Ads 3 InMobi, AppNexus, IronSource Cloud Websites
Cloud
storage
2 Dropbox, Box Cloud Companies,
consumers
Software Dev
Tools
2 Twilio, Github Cloud Companies
Other Tools 5 DocuSign, Evernote, New Relic,
MuleSoft, Jasper
Cloud Companies,
consumers
Changes in Technology and Customers for Software Startups
26. Changes in Value Proposition, Dimensions, and User
Behavior for Software Startups
Sub-
Category
Changes in Value
Proposition
Dimensions Changes in
User Behavior
Enterprise
Software
(S/W)
Lower cost, particularly
lower initial cost
Initial and recurring costs,
security, speed, updating
new features
Few
Security
Software
Better security of devices,
apps, web sites, etc.
Initial and recurring costs,
scan speed and accuracy
Few
Database,
data storage
Virtualization, unstructured
data, mgmt. of copy data
Initial, recurring costs; data
variety, storage efficiency
Broader variety
of data is
utilized, e.g.,
unstructured
Big Data S/W
and Services
New data analysis and
services
Initial and recurring costs,
speed, data variety
Online Ad
Software
Provide relevant ads on
web sites and phones; Iron
Source facilitates adware
Initial and recurring costs,
advertising optimization
Few
Cloud storage Access from any device,
sharing
Initial and recurring costs,
speed
More sharing for
among
consumers
Software Dev
Tools
Collaborative s/w
development
Initial and recurring costs,
speed
Few
Other Tools Elec signature, note taking,
monitor web applications,
integration, IoT
Initial and recurring costs,
legality, ease of use, speed
Many changes
for some
27. Customers
◦ Mostly companies, both bricks and mortar, and pure
websites
◦ Some consumers (e.g., cloud storage and tools)
For value propositions, much less variety and
much fewer number of dimensions than in
previous categories
◦ Initial and recurring costs are key dimensions for
enterprise software (low or no initial costs)
◦ Speed, feature updating, storing and processing
unstructured data are also important for some
software
28. Change in User Behavior; much fewer
changes than for other categories
Exceptions
◦ Big Data software and services enable users to
become more analytical
◦ New form of database software also facilitate
greater analytics
◦ Cloud storage promotes sharing among
consumers
◦ Electronic signatures and note taking may cause
changes in consumer behavior
29. Name of
Startup
Change in
technology
Customers Changes in Value Proposition
Xiaomi Smart phone consumers Access Internet and mail through
phone browser and apps
DJI Computer
controlled aircraft
Movie producers,
police, farmers
Cheaper than helicopters or small
planes for filming, recording,
monitoring
Jawbone Electronic controls
and sensors
Health conscious
consumers
Monitor and analyze fitness and health
metrics
Magic Leap Augmented Reality Consumers Superimposes image over reality.
Provide better games, entertainment
Infinidat Parallel architecture
magnetic storage
Web sites Higher storage than does previous
architectures
Razer High resolution
optical sensors
Hard-core
gamers
Faster and more precise movements
for better gaming performance
Beats
Electronics
Noise-cancelling,
audio electronics
Music lovers Superior audio quality headphones
GoPro Various electronics Extreme sports Durable cameras for extreme sports
Nest Labs Smart thermostat Homeowners,
utility companies
Better temperature control by learning
user behavior, detecting empty rooms
Mobileye Collision avoidance
with motion detec-
tion algorithms
Car owners Senses cars and lane boundaries for
safer and perhaps autonomous driving
for lower cost than multiple lasers
Change in Technology, Customers, and Value Proposition
for Hardware Startups
30. Name of
Startups
Dimensions (in addition to price) Change in User
Behavior
Xiaomi Processor speed, memory capacity, display
and camera resolution, battery time,
connectivity
Use phone for
browsing, not just
voice, messaging
DJI Weight, speed, distance, carrying load,
connectivity
Little change
Jawbone Weight, variety of fitness metrics,
connectivity
Monitor health care
Magic Leap Realism, lag time, resolution, New entertainment
Infinidat Capacity, capacity utilization, uptime, energy
usage, access time
Small
Razer Precision, smoothness, speed, durability Small
Beats
Electronics
Frequency response, driver diameter, input
power, sensitivity, battery time
Small
GoPro Resolution, speed, shock and water (depth)
resistance, storage capacity, angle of view,
battery time, connectivity
Record extreme
sporting activities
Nest Labs Ease of reading and adjusting, time to temp,
connectivity, motion detection accuracy
Small
Mobileye Speed and range of detection, dark limit,
dynamic range
Small
Dimensions and Change in User Behavior for Hardware Startups
31. Customers
◦ Mostly consumers: Tech-savvy iPhone users for
Xiaomi, Jawbone, Magic Leap, Razer, Beats
Electronics, GoPro
◦ Some enterprises: DJI (movie production), Infinidat
(websites), Nest (utility companies), Mobileye
(automobile companies)
For value propositions, much greater variety
and much larger number of dimensions than
in previous categories
◦ All of them have at least 3 dimensions of
performance, most at least 5
32. Changes in user behavior; large changes for
many
◦ Xiaomi – browsing via search engine and apps
◦ DJI – drones for movie production, agriculture, etc.
◦ Jawbone – new form of health care
◦ Magic Leap – new form of entertainment
◦ GoPro – recording extreme sports
◦ Nest – large changes for utility companies but little
for consumers
Small changes for
◦ Infinidat – magnetic storage
◦ Razer – gaming mouse
◦ Beats Electronics – headphone
◦ Mobileye – vision assistance
33. Name of
Startup
Change in Tech
or Science
Custom
ers
Changes in Value Proposition
Moderna
Thera-
peutics
Messenger RNA
Therapeutics
Drug
suppliers
Faster cheaper way to produce proteins in
cells, in order to reduce drug development
costs for cancer treatments and vaccines
Stem-
centrix
Stem cells and their
molecular markers
Drug
suppliers
Target stem cells to provide faster, cheaper
path towards developing cancer drugs
Adaptive
BioTech-
nologies
Immuno-oncology
therapeutics, DNA
sequencing
Drug
suppliers
and labs
Immuno-sequencing platform provides faster
and cheaper path towards developing drugs
that treat infectious diseases and cancers
CureVaC Messenger RNA
Therapeutics
Drug
suppliers
Faster cheaper way to produce proteins in
cells, in order to reduce drug development
costs for cancer treatments and vaccines
Theranos Micro-fluidics Hospitals,
patients
Faster, cheaper, and more accurate way of
doing diagnostic tests
Intarcia Implanted diabetes
pump
Patients Faster, cheaper, less intrusive, more effective
way to deliver drugs to diabetes patients
Proteus
Dig Heal.
Smart pill Hospitals,
patients
Faster, cheaper, less intrusive, and more
effective way to deliver drugs to patients
23andMe DNA services Patients Faster, cheaper way to perform DNA tests for
ancestry info and susceptibility to diseases
Changes in Technology/Science, Customers and Value Propositions
for Bio-Tech and Bio-Electronic Startups
34. Name of
Startup
Dimensions Changes in User
Behavior
Moderna
Therapeutics
Cost and speed of growing proteins and of developing
effective drugs from these proteins
Enables new
drugs, i.e., open
innovationStem-centrix Cost and speed of developing effective drugs for
treating cancers
Adaptive Bio
Technologies
Cost and speed of developing effective drugs that
stimulate effective immune response against cancer
CureVaC Cost and speed of growing proteins and of developing
effective drugs from these proteins
Theranos Speed, cost, accuracy of diagnostic tests Visit drug store,
not doctor
Intarcia Size and cost of pump. Surgical cost of implanting.
Control and effectiveness of drug. Effect on diabetes.
Comfort of patient
Replace injections
with implant
Proteus Digital
Health
Consistency of drug taking by patients and thus health
care costs. Effectiveness, cost, and pain of drugs
Small
23andMe Speed, cost, and accuracy of DNA tests. Accuracy of
implications for ancestry and susceptibility to diseases
Large
Changes in Dimensions and User Behavior for Bio-Tech
and Bio-Electronic Startups
35. Customers
◦ Drug companies are customers of bio-tech value
propositions (example of open innovation)
◦ Hospitals and patients are customers for products
and services (bio-electronics and DNA tests)
For value propositions, much more variety and
much larger number of dimensions than in
previous categories
◦ Dimensions for bio-tech research involve potential
for research and thus path-oriented dimensions
◦ Many dimensions for bio-electronic and DNA tests
36. Change in User Behavior
For bio-tech
◦ Likely big changes for drug companies as they
pursue different paths for research, products, and
services
For products and services (bio-electronics and
DNA tests)
◦ Smaller changes than for bio-tech, but still large
◦ Theranos – visit drug store, not doctor or hospital
◦ DNA tests – influence patient and doctor decisions
◦ Implant – changes behavior of diabetic
37. Customers were different for many categories
◦ Companies were primary customers for software, bio-
tech, and some financial
◦ Young tech-savvy people were primary customers for
many consumer products (consumer Internet, e-
commerce) and some financial
A single performance dimension was relevant
for very few startups. Most depended on
multiple dimensions
◦ Many depended on three or more dimensions
◦ Furthermore, many of the value propositions were
hard to define in terms of dimensions
38. Representing change
with curves (e.g., S-
curves) is highly
misleading
Most value propositions
involve multiple
dimensions
Firms and entrepreneurs
need to go beyond
dimensions and think
holistically about value
propositions
Too simple!!!!
39. Changes in user behavior were caused by many
of the value propositions
◦ New ways to purchase clothing, furniture, and other
items (i.e., e-commerce)
◦ New ways to obtain groceries and meals
◦ New types of games and other entertainment
◦ New ways to obtain health care
◦ New ways to obtain loans
◦ New types of jobs were created by some value
propositions
40. More than
Two
Dimensions
One or Two
Dimensions
Small Change Large Change
in User Behavior in User Behavior
Number of Dimensions and Changes in
User Behavior For Billion Dollar Startups
Some consumer
Internet
startups (8)
Most hardware
startups (8)
All E-Commerce startups (26)
Most consumer Internet
startups (29)
A few hardware startups (2)
All bio-tech/bio-electronic
startups (8)
Most software
startups (32)
Online financial services
(15)
Some software startups
(9)
41. Firms and entrepreneurs need to think about
value propositions and technologies that
change the way users do things
The value propositions and technologies
should change the way
◦ consumers live their lives, including the way they
eat, commute, and enjoy their lives
◦ companies do their processes and make money