Executive Summary


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Executive Summary

  1. 1. the paper bicycle ideas for sale
  2. 2. The paper bicycle <ul><li>No ideas machine can move forward without having an innovation to champion. No true vision of a modern PSF can operate without a genuine invention at its core. </li></ul><ul><li>We are a company that will help other companies redefine the way they design new products and services. </li></ul>
  3. 3. Core process <ul><li>Enlightened: The paper bicycle company makes people feel enlightened. </li></ul><ul><li>The central goals of the organisation will be to a. build an innovation kitchen in less than one year. b. attract a name brand to our company and start a new product definition cycle with us. c. deliver a £1 ebitda. </li></ul>
  4. 4. Influencers wheel target audience <ul><li>Mavens (Agencies and Brands and SOHOs) year one </li></ul><ul><li>Connectors (SOHOs) year two </li></ul><ul><li>Salesmen (SMEs) year three </li></ul><ul><li>Mavens (Agencies and Brands) years three through six </li></ul>
  5. 5. Cyclical business model <ul><li>Acquire through education (books, documentary, media strategy) </li></ul><ul><li>Retain (defining brands, supplying research, and mapping strategies) </li></ul><ul><li>Upgrade (authoring strategies and leading innovation audits) </li></ul><ul><li>Exit (to blue ocean where there is no competition and valure growth can be undeterred) </li></ul>
  6. 6. Linear Business model <ul><li>Mavens: creatives (y1) </li></ul><ul><li>Connectors: SOHOs (y2) </li></ul><ul><li>Salesmen: SMEs (y3) </li></ul><ul><li>Mavens: brands (y3) </li></ul>
  7. 7. Financial Highlights <ul><li>To Y6: </li></ul><ul><li>Plus £1 EBITDA by Y3 (worst case scenario) </li></ul><ul><li>Positive free cash flow by Y6 (worst case scenario) </li></ul><ul><li>ROI growth Y on Y < inflation </li></ul><ul><li>R & D spend produced by micro-strategies </li></ul><ul><li>Annual capex numbers remain fixed </li></ul><ul><li>A currency neutral program </li></ul><ul><li>Limited investment model </li></ul><ul><li>Specific strategies carry specific margins (to incentivise creative teams) </li></ul><ul><li>Keep production high </li></ul><ul><li>£1 on £35 is not good enough </li></ul><ul><li>£17 on £70 is more like it </li></ul><ul><li>£337.5k on £450K would have to be over the second 250 day period </li></ul>
  8. 8. Brand equity model <ul><li>Brand awareness (environment) 53% </li></ul><ul><li>Cachet (elements)32% </li></ul><ul><li>Expectation/Quality Perception (episodes)15% the paper bicycle company will be able to land as a brand as it is built by branding experts and innovators. </li></ul>
  9. 9. economies <ul><li>Info to knowledge to interruption to experience to attention to attraction (immersive) </li></ul><ul><li>Agricultural to industrial to information to conceptual (a message that is for one person) </li></ul><ul><li>Now to refusing to unexplored (where will new growth platforms emerge?) </li></ul><ul><li>Influencers (they make us a brand) </li></ul>
  10. 10. TWTCT a competitive model for new product definition <ul><li>Gibson to Pearl Izumi (a science fiction author makes us want to explore the evolution of a shoe) </li></ul><ul><li>Phenomena (the experience we already have of something) </li></ul><ul><li>Sensual Clusters (the taste our breakfast leaves that makes us want lunch) </li></ul><ul><li>Base Impulse (Sheldrake’s m-field) a human need </li></ul><ul><li>Noumenon (our idea before anyone else can experience it) </li></ul><ul><li>Entelechy (the messy process) </li></ul><ul><li>Design strategy (environment, elements, and episodes) </li></ul><ul><li>Hehuoren (cooperators mean incubation) </li></ul><ul><li>Phenomenon (the thing as others see it- tested and ready for production) </li></ul>
  11. 11. competitors <ul><li>Depositioning strategy (footprint) </li></ul><ul><li>There is not another company who are willing to deliver innovation as a culture rather than a weekend fad </li></ul><ul><li>Lovemark grid (launch as a brand) </li></ul><ul><li>Influencers we have relationships with will deliver our position </li></ul>
  12. 12. vision <ul><li>Our innovation removes the weight variable from the creative industry. It opens the door for design to be the key variable in strategic choice. The business model for the world’s largest industry is a brand delivering the unexpected in a unique and socially responsible way. </li></ul>
  13. 13. thanks <ul><li>Susan956 </li></ul><ul><li>Kevin Roberts </li></ul><ul><li>William Gibson </li></ul><ul><li>Malcolm Gladwell </li></ul><ul><li>Bob Isherwood </li></ul><ul><li>Daniel Pink </li></ul><ul><li>Sarah </li></ul>