The document summarizes a startup's journey in developing a mobile app focused on connecting communities passionate about specific activities and products. The startup conducted over 121 interviews and pivoted their concept multiple times based on customer feedback. Their final concept is an app that allows users to save, share, and discover products that define communities they are passionate about through social sharing and e-commerce features.
This presentation reflects a mock User Acquisition Marketing plan for the task management application Asana. The assumptions on these slides are informed by public information. This presentation served as the final project to my 10-week User Acquisition Marketing course at General Assembly taught by Kate Huyett, Director of User Acquisition and Business Intelligence at How About We.
Please feel free to reach out and say "Hello world!" at VincentVBarr@Gmail.com or visit my website: www.vincentbarr.com
This presentation reflects a mock User Acquisition Marketing plan for the task management application Asana. The assumptions on these slides are informed by public information. This presentation served as the final project to my 10-week User Acquisition Marketing course at General Assembly taught by Kate Huyett, Director of User Acquisition and Business Intelligence at How About We.
Please feel free to reach out and say "Hello world!" at VincentVBarr@Gmail.com or visit my website: www.vincentbarr.com
There are multiple ways of using technology to make money. In this presentation I talk about my personal views and experiences of developing mobile apps and monetizing the apps to generate revenue. What are the improvements, trips and tricks that can be used to increase the customer base and revenue. Also I give reasons why I chose developing mobile apps rather than selecting other options out there.
How to build a MVP app as a non-tech founderKoombea
Your complete guide on getting what you need to build an MVP app as a non-tech founder. Learn how to bootstrap, build a niche market, go SaaS, and more.
If you're looking for someone to build an app, or have questions on the app development process feel free to ask us questions and email contact@koombea.com
If you want even more info, follow us on our Twitter page. www.twitter.com/koombea or Email us questions at mvp@koombea.com
Most startups begin with a great idea and technical expertise. But there's a profound difference between great technology and a great product.
Startups often struggle to translate their vision into a product that is usable and capable of global traction.
This deck is for startups interested in understanding how to build a product that people will use, rather than a piece of technology that solves a problem but doesn't scale.
Key takeaways:
· How to avoid stack fallacy
· An overview of the 3 pillars of product
· How your customer's journey should inform how you build your product
· The role product management can play in accelerating market traction
Outside the Lab and Inside Their Minds: 5 Case Studies of Strategic UX ResearchAnswerLab
Research that gets into your users’ heads and supports rich customer experience is most valuable and strategic when not confined to evaluating product "usage."
AnswerLab shares examples of research approaches that surprise and delight by delivering experience insights beyond the scope of "could they use it?"
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Surprising and delighting your customers is foundational to marketing, but focusing only on campaigns to achieve this can create disconnect with customers. Companies must make the most out of every customer interaction by transforming single moments into personalized journeys. The CMO is now the Customer Journey Officer, whose role is to define and optimize the customer journeys across ALL touch points – marketing, sales, service & product experience.
How great is your product idea? Every idea is great, but not every product idea can monetize itself. The product development process is crucial in deciding whether or not your product can be pushed to production. This guide will teach you how to validate your product ideas so that you can launch your next product successfully.
Post-Pandemic eCommerce Growth: Leverage Product Data, Market Research & Shop...Aggregage
One-to-one communication has been a trendy philosophy for marketers and advertisers for years now. The more personalized an organization can be with growth strategies and communications, the more likely engagement would increase and ultimately sales. To accomplish this, organizations have traditionally leaned into historical customer and product data to predict how to engage with their current and future customers in a personalized manner.
This philosophy still remains a staple for eCommerce growth, but the approach has had to evolve drastically as a result of the pandemic. When you couple that with fluid data privacy changes, this creates an even fuzzier foundation to develop forward-looking marketing strategies.
This session will dive into how organizations can still leverage historical customer and product data, but also think about how to augment development of strategies with marketing research and other shopper signals to efficiently drive e-Commerce growth.
Join Phil Irvine, VP & Director of Audience Intelligence, for this in-depth discussion of the current e-commerce landscape. Whether concerned about data privacy and data management, or curious about how businesses can rethink approaches to designing shopping experiences, the answers are here.
In this webinar you will learn:
• A high-level approach to how personas can be developed utilizing 1st, 3rd party, and outside research to enrich understandings of your customer base
• Thoughts around how to leverage persona development to put in practice new marketing experiences to drive more growth
• How to create an environment to stay ahead of key macro shopper trends to help inform evolutions with marketing strategy development
Social&Loyal is a SaaS based omnichannel loyalty platform that allows companies to attract, engage and retain consumers. Our technology allows marketers to create and manage a new generation of loyalty programs in which consumers are rewarded for any action they take both on and off line that generates value to the company. All done in a gamified way to enhance engagement to unexpected levels.
There are multiple ways of using technology to make money. In this presentation I talk about my personal views and experiences of developing mobile apps and monetizing the apps to generate revenue. What are the improvements, trips and tricks that can be used to increase the customer base and revenue. Also I give reasons why I chose developing mobile apps rather than selecting other options out there.
How to build a MVP app as a non-tech founderKoombea
Your complete guide on getting what you need to build an MVP app as a non-tech founder. Learn how to bootstrap, build a niche market, go SaaS, and more.
If you're looking for someone to build an app, or have questions on the app development process feel free to ask us questions and email contact@koombea.com
If you want even more info, follow us on our Twitter page. www.twitter.com/koombea or Email us questions at mvp@koombea.com
Most startups begin with a great idea and technical expertise. But there's a profound difference between great technology and a great product.
Startups often struggle to translate their vision into a product that is usable and capable of global traction.
This deck is for startups interested in understanding how to build a product that people will use, rather than a piece of technology that solves a problem but doesn't scale.
Key takeaways:
· How to avoid stack fallacy
· An overview of the 3 pillars of product
· How your customer's journey should inform how you build your product
· The role product management can play in accelerating market traction
Outside the Lab and Inside Their Minds: 5 Case Studies of Strategic UX ResearchAnswerLab
Research that gets into your users’ heads and supports rich customer experience is most valuable and strategic when not confined to evaluating product "usage."
AnswerLab shares examples of research approaches that surprise and delight by delivering experience insights beyond the scope of "could they use it?"
Slides from the usability seminar delivered by Paul Rouke, Head of Usability at PRWD, and Chris Bush, UX Consultant at Sigma, looking at usability and user experience for web and mobile
Introducing some of the product management and design concepts and methodologies commonly use by product managers to design a customer centric product that creates new habits. In this session, you will learn about the product manager job, the meaning of innovation, turn insights into product ideas and finally build a product where people be hooked.
Customer Journey Officer – The New CMO | Michael Lazerow – Chief Strategy Off...Conductor
Surprising and delighting your customers is foundational to marketing, but focusing only on campaigns to achieve this can create disconnect with customers. Companies must make the most out of every customer interaction by transforming single moments into personalized journeys. The CMO is now the Customer Journey Officer, whose role is to define and optimize the customer journeys across ALL touch points – marketing, sales, service & product experience.
How great is your product idea? Every idea is great, but not every product idea can monetize itself. The product development process is crucial in deciding whether or not your product can be pushed to production. This guide will teach you how to validate your product ideas so that you can launch your next product successfully.
Post-Pandemic eCommerce Growth: Leverage Product Data, Market Research & Shop...Aggregage
One-to-one communication has been a trendy philosophy for marketers and advertisers for years now. The more personalized an organization can be with growth strategies and communications, the more likely engagement would increase and ultimately sales. To accomplish this, organizations have traditionally leaned into historical customer and product data to predict how to engage with their current and future customers in a personalized manner.
This philosophy still remains a staple for eCommerce growth, but the approach has had to evolve drastically as a result of the pandemic. When you couple that with fluid data privacy changes, this creates an even fuzzier foundation to develop forward-looking marketing strategies.
This session will dive into how organizations can still leverage historical customer and product data, but also think about how to augment development of strategies with marketing research and other shopper signals to efficiently drive e-Commerce growth.
Join Phil Irvine, VP & Director of Audience Intelligence, for this in-depth discussion of the current e-commerce landscape. Whether concerned about data privacy and data management, or curious about how businesses can rethink approaches to designing shopping experiences, the answers are here.
In this webinar you will learn:
• A high-level approach to how personas can be developed utilizing 1st, 3rd party, and outside research to enrich understandings of your customer base
• Thoughts around how to leverage persona development to put in practice new marketing experiences to drive more growth
• How to create an environment to stay ahead of key macro shopper trends to help inform evolutions with marketing strategy development
Social&Loyal is a SaaS based omnichannel loyalty platform that allows companies to attract, engage and retain consumers. Our technology allows marketers to create and manage a new generation of loyalty programs in which consumers are rewarded for any action they take both on and off line that generates value to the company. All done in a gamified way to enhance engagement to unexpected levels.
http://www.spiral16.com Social media ROI is tough to calculate because its a financial metric, and social media's value is not inherently financial. But the challenge isn't new -- finding ROI is difficult in other programs and campaigns as well. This presentation gives you 6 steps you can follow to measure an effective social media program.
How To Convert Digital Engagement Into Leads and Sales - Bridget RandolphFeverBee Limited
In an industry full of cringeworthy buzzwords and meaningless vanity metrics, how can we ensure that our marketing efforts translate into actual business benefit? This session will look at what we mean by 'digital engagement', why it's valuable to our marketing strategies, and will provide some actionable tips and insights into how you can leverage your audience's online engagement with your business in order to to generate more sales and conversions.
The coverage material for a merchant of one business of brand strategy. From creating a brand awareness, selling their product or services until creating customer advocacy.
TheSocialPeople - Social Media Advisory CollateralTheSocialPeople
This collateral will give you an insight on why your business needs to adopt Social Media Marketing and how TheSocialPeople can partner your growth and success towards this maneuver. www.thesocialpeople.net
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
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Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
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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
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Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
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Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
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Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
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Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
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Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. Your communities. Your products. Your passions.
An app to save, share, and
discover the products that
define the communities that
you are passionate about
121INTERVIEWS
AMAR PATEL
MBA 2015
OMAR AYOUB
MBA 2015
CARMELA AQUINO
MBA 2015
CARLOS LASA
MIMS 2016
2. OUR TEAM
Amar Patel
Mobile and adtech expertise
Strategy consulting experience
Omar Ayoub
Mobile engineering expertise
Google and Microsoft experience
Carmela Aquino
Product marketing expertise
Digital analytics experience
Carlos Lasa
UX and design expertise
CPG brand management experience
4. 1 To hear the truth, put customers on the spot
2 Don’t try to solve everyone’s problem – focus
on a specific, real customer first
3 When in doubt: go very broad for discovery,
then very narrow for nailing the fit
4 Don’t overbuild the MVP
5 Pivot ruthlessly, even if it hurts
WHAT WE LEARNED IN CLASS
5. Market
Type
Value
Proposition
Product
Type
Customers
Business
Model
WEEK 1
10 interviews
TODAY
121 interviews
Cross-platform Apple
Pay for e-commerce
merchants
App for sharing
passions through
products
Mobile commerce Social commerce
Ease of use for payments
Fulfillment of emotional
needs – belonging and
achievement
Merchants with mobile apps
Consumers who identify with
product-centric communities
% of transactions
Commissions on product
sales, advertising fees
Horizontal feature Vertical platform
6. The Apple Pay for any mobile platform
A tool for converting customers through
retargeted mobile ads
A universal shopping cart
An app to save, share, and discover the
products that define the communities
that you are passionate about
WHO ARE WE?
7. Payments were not high on merchants’ priority
list of concerns
PIVOT 1
8. …then a tool for converting customers
through retargeted mobile ads…While merchants loved the adtech idea,
consumers weren’t as excited about ads
PIVOT 2
9. …then a universal shopping cart…While general consumers liked the app idea, a
compelling value proposition was still lacking
PIVOT 3
10. …to where we are today!Sharing and engaging with communities gives
consumers a reason to come back
PIVOT 4
11.
12. ACTIVE COMMUNITIES
Fulfill higher-level emotional
needs – belonging and acceptance
Have relatively high barriers to
entry due to knowledge and gear
required
Already encourage a culture of
sharing with newcomers
13. 1/5 of our interviewees were climbers,
runners, triathletes
$500
amount that an active
triathlete can spend per
month on gear
Interviewees went to trusted friends or
experts for product advice, not Amazon
Many have interests in multiple activities
Newcomers can benefit the most from a
community-based service that offers helpful advice
14. “With a sport like climbing,
where the barriers to entry are
high, it can be intimidating to
get started. A community like
this would help.”
15. How the business works…HOW WE ARE DIFFERENT
Pinboards for
saving images
and other media
Climbing-
specific forum
App that allows
you to browse and
save products
Fitness social
network using
gamification
Product-specific,
with dynamic
price updates and
stronger
community focus
Allows for users
to engage with
other
communities
Stronger
community focus
around shared
passions
E-commerce is
enabled
throughout the
platform, making
gear hunting easy
PRODUCT CONCEPT
OUR DIFFERENTIATION
16. How the business works…
Recommend
Buy
CommissionCustomer Info
Advertising
Research
Share/Keep/Contribute
Build & Manage
Demand
Build & Manage
Supply
Build & Manage
Platform
Consumers
Merchants
Web
Products
Fingerprint
HOW THE BUSINESS WORKS
OPERATIONAL FLOW
KEY ACTIVITIES
17. Revenue Sources
1. Merchants
Affiliate referral bonus (7-9%)
2. Advertisers
Native ad units for product
discovery feed ($2 CPC)
3. Data Management
Partners, Demand Side
Platforms
Audience data for targeting
purposes ($20+ CPM)
Merchants
Sales / BDUsAdvertisers
Data
Partners
7-9% of
Sale
$2 CPC
$25 CPM
User
Acquisition
(Social Media Ads)
Platform
Payments In Payments Out
80%
20%
% of Sales
Forecast
We learned that the bulk of revenue
would come from sales commissions
HOW THE REVENUE MODEL WORKS
19. WHAT WE LEARNED ABOUT THE
BUSINESS
It is scalable We first build for niche verticals, identify the parameters
that are specific to these verticals, and make these
parameters customizable as we scale
The revenue model is
defensible
Commissions through affiliate programs are an easy first
revenue source, and our data becomes more valuable as
the platform scales
How to work with
partners
We understand the ecosystem of merchants, advertising
companies, and ecommerce vendors, and have built
connections with them
There are key metrics
that matter
GMV (gross merchandise value) is more important than
advertising spend, and 30-day retention can be more
critical than monthly growth for commerce companies
We have a
differentiated value
proposition
Our target customers don’t use substitute product-focused
platforms today – they see the value of what we’re
building, with some even willing to pay for it
20. WHY WE ARE NOT PURSUING
THE OPPORTUNITY FURTHER
We don’t feel we’re the right team to pursue
the opportunity
You really need to live and breathe the active
lifestyle community in order to sell to it
We aren’t truly passionate about social
networks – it’s an opportunity we stumbled upon
22. Market Sizing
TOTAL AVAILABLE MARKET
SERVED AVAILABLE MARKET
TARGET MARKET
$14.0B 2015 U.S. social commerce market1
$2.8B U.S. social commerce from affiliate channels2
$557.2M U.S. social commerce from
affiliate channels in Apparel
and Accessories categories3
2015 2016 2017
Growth Rate 43.0% 43.0% 43.0%
TAM ($B) 14.0 20.0 28.6
SAM ($B) 2.8 4.0 5.7
Target Market ($B) 0.56 0.79 1.14
1 Forrester, Booz & Co.; 2 VigLink; 3 eMarketer
MARKET SIZING
23. Competitor Leaf
Diagram
Funding Raised
Acquisition Value
$122M
$75M
$1.3M
$35M
Public Value of Parent
Company (Market Cap)
$290M
Undisclosed
Undisclosed
$212.1B
$762.5M
$43M
Undisclosed
$14M
$176.5B
Undisclosed
$176.5B
$20.5M
Seed
$2.8M$387.2B
Seed
$7.5M
$979.0M $78.7M
$1.5M
$34.6M
$109.5M Undisclosed
Undisclosed
fingerprint
24. Value Proposition Canvas: CONSUMER
Gains
1. Sense of belonging to a
community (“I can call
myself a climber now”)
2. Social acceptance,
validation, and
recognition
3. Confidence of making
well-informed purchase
decisions
4. Sense of coolness and
personal improvements
VALUE PROPOSITION CUSTOMER SEGMENT
Products & Services
1. Community-based
feed: a social
network to connect
and have
conversations
around products and
activities that define
the community
2. Easy one-click
solution allowing
consumers to
bookmark products
they come across on
the social network
and online
Pain Relievers
1. Prevent not knowing
where to start with a new
activity
2. Prevent: buying the
wrong product and not
being a part
3. Prevent: paying too
much for a product
Customer Jobs
1. Getting closer to
their aspirational
self
2. Learning about the
latest trends with
products for an
activity - getting an
in
3. Making
recommendations
to others and
participate
4. Show off your
passion to the
world
Gain Creators
1. Connect with others who
share the same passion
for activities and products
2. Receive the right
information to actually
buy the right products
3. Curate the future you
Pains
1. Sense of being lost due to
lack of knowledge about
gear for the activity
2. Feeling like an outsider for
this activity
3. Not having the right
products - hence not
exploiting their full potential
4. Envious of higher
performing peers and
paraphernalia
5. Sense of disorganization
with keeping tracks of all
the products in the life you
want
25. Active Community Characteristics
Newcomer Contributor / Gear Heads Expert
CyclistsClimbers
Fitness Enthusiasts
RunnersSurfers Snowboarders
Triathletes
Experience Level of Community Members
Barriers to Entry for Activity Communities
Hikers
HIGH MEDIUM LOW
Social - Difficult to bridge the gap
from being a newcomer to being a
part of the community without others
- Requires you to work with other
people to improve
Technical - Requires technical gear
to fully participate
Social - Often get into this with the
help of others who are already
active members; but can practice on
their own
Technical - Requires technical gear
to fully participate
Social - Can practice on their own
Technical - Requires only minimal
technical gear to participate
ACTIVE COMMUNITY CHARACTERISTICS
GREEN – Interviewed, with high need
RED – Interviewed, but low need
26. Unit Economics Analysis
Key Takeaway:
Commissions off of purchases are
the key
Goal: Get users to spend about
$35 through our platform to break
even on CAC
UNIT ECONOMICS ANALYSIS
27. Key Activities
Build & Manage Demand Build & Manage Supply
● Marketing activities (social media,
influencer marketing) to drive app installs
● Drive engagement and active usage
through deal pushes
● Incentives & referrals
● Create partnerships with merchants for
commissions and product
recommendations
● Offer native advertising capabilities
Build & Manage Platform
● Build mobile app and web app
● Build robust backend for catalogue
● Bookmarking extension
● Maintain product feeds and scrapers
● Build recommendations engine
● Handle payments and checkout flow
Three critical types of activities that feed off each other:
KEY ACTIVITIES
28. Key Resources & Partners
Resources Build & Manage Platform Build & Manage Supply Build & Manage Demand
Human Engineers/Designers Biz Dev
Partners: Merchants and
Affiliate Programs
Marketing Manager
“Experts” / Influencers
Partners: Social Media (FB)
and Ad Networks
Financial Friends/Family/Angel Friends/Family/Angel Frrends/Family/Angel
Physical Offices, computers and
devices
Partners: PaaS (Azure,
GAE)
Intellectual Algorithms Native Ads Support &
Template
Partners: Mobile SSPs
Customer Lists and Data
Key Activities
KEY RESOURCES AND PARTNERS