Day 4 presentations columbia apr 2012

Columbia B7739-002

Steve Blank Bob Dorf

Advanced Entrepreneurship

April 19, 2012

Welcome to Day 4!

Order of Presentations

1. Kadak (Tea Lab)

2. Pulze

3. Digital Exchange Network

4. TVM Technologies

5. Jiae

6. Table Compass (FidelEat)

7. Diagnosly

8. Social Crowd

9. Mobile Marketing

10. YSN

11. Bakamba

12. Factabase

13. eFood

Quick Announcements

● Please sit with your team members● Name cards are helpful! Please continue to put them up ● Remember to sign in when the sheet is passed around● Please grade and provide comments to the other teams’ presentations● We have our reception 5-6pm today (Thursday) please wear your name tags. This will be

a good opportunity to meet your fellow classmates and the professors over a drink

Each team will have 5 minutes to present and 3 minutes for Q&A

Adeem FensterShashi Shrimali

Stella ChanSanjay Bharadwaj

Richard JamesNeeraj Lal

Total Interviews: (10 in person, 179 cumulative total)

Authentic Asia Tea T4U

How will we Get, Keep and Grow Customers?

• Unique, customized tea, their way

• Consistent quality• Increase product variety • TEA I.D.• word-of-mouth from

students (campuses)• Tea tasting event to collect

customer feedback (via iPad)

Tea Lab – 04/18/2012

Who are our most important customers?

• repeat customers• health conscious

customers• Customers looking for a

fun new experience

What are their archetypes?

• The rising teen• Healthy parents• Undergrads

What Job do they want us to get done for

them?

• Custom tea their way!• Fun/unique ingredients• make the tea (incl. picking

the best ingredients)• education of tea• cool place to hang out

What Key Activities do we require?

• Purchasing raw material• Brewing tea• Setting up retail outlets• Advertising, & marketing• Setting up customer feedback

channel and analysis• Business development with

campuses• Product mix creation• FP&A management• Hiring

Which of our customer’s problems

are we helping to solve?

• consumer don’t have access to quality tea outside the home

• Formula/proportions are off

Which customer needs

are we satisfying?

• Tea the “way I like it” outside the home

• Tea w/out tea bags• Cool experience / social

setting for tea

What are the Key Features of our product that match customers

problem/need?

• Taste of our tea (quality)• The availability of tailored

flavor • Speed of delivery• Convenience• Experience

Who are our Key Partners?

• Indian stores and Asian stores

• Eventually tea makers• Indirect distribution

through -- subway, panda express

Who are our key suppliers?

• Indian store from NJ• Chinese stores from

Chinatown• Grocery stores such as

Wal-mart• Restaurant

utensils/hardware suppliers

What are we getting from them? Giving

them?

• Milk, sugar, Splenda, tea leaves, cups, spices, pots/pans

• MONEY, more revenue

What are the most important costs inherent in our business model?

Fixed• Rent• Equipment, furniture and fixtures Variable• Raw materials & supplies• Employee salaries

How do we make money? What’s the revenue model? Pricing tactics?

• Online sales for home consumption• Data – based on the TEA ID card!• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)

Through which Channels do our

Customer Segments want to be reached?

• Tea lab stores• direct-to-home delivery• Online

What Key Resources we require?

• Money• Retail outlets• POS system to track sales• SAP system for accounting• License from NY / Campus

approval• HR for hiring & training• Tea brewing equipment

1

3

4 2

5

6 7

8

9



• Consistent quality• Increase product variety • TEA I.D.• word-of-mouth from

students (campuses)• Tea tasting event to collect


Tea Lab – 04/19/2012

Who are our most important customers?

repeat customers health conscious

customers Customers looking for a

fun new experience


The rising teen Healthy parents Undergrads


them?

Custom tea their way! Fun/unique ingredients make the tea (incl. picking

the best ingredients) education of tea cool place to hang out


Purchasing raw material BRAND – Tea Lab Brewing tea Setting up retail outlets Advertising, & marketing Setting up customer feedback




are we helping to solve?

consumer don’t have access to quality tea outside the home

Formula/proportions are off


are we satisfying?

Tea the “way I like it” outside the home

Tea w/out tea bags Cool experience / social

setting for tea


problem/need?

Taste of our tea (quality) The availability of tailored

flavor Speed of delivery Convenience Experience




through – franchises in airports, hotels? subway, panda express




Wal-mart Tea merchants Kiosk manufacturers Restaurant



them? Milk, sugar, Splenda, tea

leaves, cups, spices MONEY, more revenue


Fixed Rent Equipment, furniture and fixturesVariable Raw materials & supplies Employee salaries





• Tea lab stores• direct-to-home delivery• Online




1

3

4 2

5

6 7

8

9

Tea lab kiosks

TakeawaysTea café

• High-end tea café in NY city => set for failure

•Key costs: Rent, Utility, Salary, and ingredients…

•Market for both hot and cold tea

• Flagship store => for branding

• Way to make money => go outside New York City

• Sell your products via partners

• No brand => no partnering with restaurant

Kiosks

•Low fixed costs/rent

• High foot traffic

•Customized Kiosks available at $20K- $40K

• High visibility => low marketing costs

Entry

Exit

Cups Indian Tea Chinese Tea English Tea Herbs & Spices Sweeteners

Pick a cup Pick a teaPick a herb Pick a

sweetener

Boil your tea

Pay money

Enjoy your tea and come back

Store your TeaId

MVP

Business Hypothesis

Hypothesis

Tests Results

Retail cafe channel is profitable. Breakeven Analysis

Retail kiosks channel is profitable.

Breakeven Analysis √

Breakeven Analysis

Manhattan Store"Middle America"

Store"Middle America"

KioskContribution margin per cup

Sales $4.00 $3.00 $3.00Direct costs $0.28 $0.28 $0.28

$3.72 $2.72 $2.72

Fixed Costs Per Month $60,100.00 $34,500.00 $11,500.00

BEP (CUPS PER MONTH) 16,153.94 12,681.70 4,227.23BEP (CUPS PER DAY) 538.46 422.72 140.91

Solution => Go for Kiosks

Marketing

“Tea Pots” in the mall (i.e. bud light girls)

•Facebook Group•Tea samples•Location (high traffic zones, near an apple store)•Flash mob

Plan for today

•Interview customers

Test our Kiosks

ideas with the

customers

•Interview Shopping Mall property managers

Test our Kiosks

ideas with key

partners


• Consistent quality• Increase product variety • loyalty program tea card• word-of-mouth from students

(campuses)• Tea cart promotion via

Facebook or Tweeter• Tea tasting event to collect


Kadak – 04/16/2012

Who are our most important customers?• repeat customers, Asian-

immigrants consumers• health conscious customers


• The Indian• The rising teen• Healthy parents• Undergrads• Baby-boomers


them?• make the tea (incl. picking

the best ingredients)• education of tea






are we helping to solve?• consumer have limited access

to authentic Asian tea in a retail format

Which customer needs are we satisfying?

• Desire to consume authentic Asian tea outside home


problem/need?• taste of our tea (quality)• the availability of tailored

flavor • speed of delivery• convenience











them?• Milk, sugar, Splenda, tea

leaves, cups, spices, pots/pans





• Low Intro promotion price to attract customers($1.99)• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)



• direct retail• direct-to-home

delivery




1

3

4 2

5

6 7

8

9


• Consistent quality• Increase product variety • loyalty program tea card• word-of-mouth from students

(campuses)• Tea cart promotion via

Facebook or Tweeter• Tea tasting event to collect


Kadak – 04/17/2012 (morning)

Who are our most important customers? repeat customers,

Asian-immigrants consumers

• health conscious customers


• The Indian • The rising teen• Healthy parents• Undergrads• Baby-boomers


them?• make the tea (incl.

picking the best ingredients)

• education of tea






are we helping to solve?• consumer have limited

access to authentic Asian tea in a retail format


are we satisfying?• X Desire to consume

authentic Asian tea outside home


problem/need?• taste of our tea

(quality)• the availability of

tailored flavor • speed of delivery• convenience

















• Low Intro promotion price to attract customers($1.99)• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)



direct retail/franchise model

• direct-to-home delivery




1

3

4 2

5

6 7

8

9



• Consistent quality• Increase product variety • loyalty program TEA I.D.• word-of-mouth from students

(campuses)• Tea tasting event to collect


Tea Lab – 04/17/2012 (afternoon)

Who are our most important customers?• repeat customers• health conscious customers• Customers looking for a fun

new experience


• The Indian • The rising teen• Healthy parents• Undergrads• Baby-boomers


them?• Custom tea their way!• Fun/unique ingredients• make the tea (incl. picking the

best ingredients)• education of tea• cool place to hang out

What Key Activities do we require?• Purchasing raw material• Brewing tea• Setting up retail outlets• Advertising, & marketing• Setting up customer feedback




are we helping to solve?• consumer don’t have

access to quality tea outside the home

• Formula/proportions are off


are we satisfying?• Tea the “way I like it”

outside the home• Tea w/out tea bags• Cool experience / social

setting for tea


problem/need?• taste of our tea (quality)• the availability of tailored flavor • speed of delivery• Convenience• Experience




















• Teal lab stores• direct-to-home

delivery• Online




1

3

4 2

5

6 7

8

9

PULZE

Your Organization’sPULZE

Vladimir Baranov, Jitender Chopra, Riyaz Habibbhai, F. Lane Harwell, Daniello Natoli

Interviews: 11

April 19th, 2012

PULZEORGANIZE, ANALYZE, AND COMMUNICATE

PULZE

Hypotheses and Initiatives

Hypothesis HR consultants are a potential sales channel

Initiatives Pricing

Initiatives 24 / 7: Design pre-survey, Analyze post-survey

PULZE

Hypotheses: HR Consultants are a Potential Channel

Findings

Competitors

Exception

HR Consulting firms have in house technology departments

They see survey software as a way to sell consulting services

Would not partner – see Pulze as competition

Kenexa: (KNXA) Mkt. Cap.: $860MM Taleo: purchased by ORCL for $1.9B, 2/9/12 Hewitt (HEW); MMC (Mercer) SAP: purchased SuccessFactors (SFSF) for $3.4B

Possibly Leadership Consultants, given focus

PULZE

Initiatives: Pricing and Update Value Prop

Pricing

Value Prop

Additional Segment?

HR Consulting firms charge $5K - $15K for a survey targetting 300 – 500 users

SurveyMonkey works for random surveys – not good for employee engagement

Customers WTP between $1000 - $5000 per annum

Customers love the idea of DIY survey software with extensive templates

Anonymity and Detailed Data Analysis is Key Would prefer value added service to call HR specialists

for pre-survey setup and post-survey analysis

25 – 100 Employee company with the same needs as above

Additional Channel?

Enterprise Social platforms Jive, Yammer

PULZE

Survey Monkey

$500 per year

$ per Survey/Analysis

Price and Value Position

PULZE$500 - $3,500

HR Consultancies~$5,000 - $15, 000

(per survey)

PE

RC

EIV

ED

VA

LUE

Raw Data / Little Analysis

“DIY” Data and AnalysisBenchmarkingTemplates with response validation CustomizationAccess to Domain Specific SolutionsLegal and Regulatory Checks

ORGANIZE, ANALYZE, AND COMMUNICATE

“Hand Holding” Data and AnalysisBenchmarkingTemplatesCustomizationAccess to Domain Specific SolutionsLegal and Regulatory Checks

PULZE

Team Pulze

500 < Enterprises

< 2000 Bottom-Up employee

engagement

Software vendors

One time service fee

Sales force

1

3

4 2Key Account management

5

7

8

Provide employees

ownership in business strategy

Low cost solution to interim surveys

Middle Management of

larger corporations

Semi customized

service based on needs

Subscription service

Enterprise social platforms

Partners

6

Cloud service

Data warehousing

Suppliers

3rd party analytics

R&DMarketing and Manage the

platform

Lead gen

Recruitment

Software developers

HR talent

Research experts

Payroll

marketing

Fixed

Sales

Customer acq.

Talent acq.

Variable

9

Website

PULZE

Team Pulze

Manager of a company,

division or unit with 100-3000

employees, w/minimal HR

support

Bottom-Up employee

engagement

Software vendors

One time service fee

1

3


5

7

8

Provide employees

ownership in business strategy

Low cost solution to interim surveys

SEO

Subscription service


Partners

6

Cloud service

Data warehousing

Suppliers

3rd party analytics

R&D

Marketing and Manage the

platform

Software developers

HR talent

Research experts

Payroll

marketing

Fixed

Sales

Customer acq.

Talent acq.

Variable

9

Website

HR Consultants

Analysis

Benchmarked Data

Templates

Semi-customization

Sales force

Gamification – to increase particip

Recruitment

Lead gen

>Survey Monkey < Consultants

Fee to HR Consultants

US Legal

Legal Counsel

PULZE

Team Pulze

Manager of a company,

division or unit with 100-3000

employees, w/minimal HR

support

Bottom-Up employee

engagement

Software vendors

Number of Employees

$500 < N < $5K

1

3


5

7

8

Provide employees ownership in

business strategy

Low cost solution to employee surveys

SEO

Subscription service $1 – 5K


Partners

6

Cloud service

Data warehousing

Suppliers

3rd party analytics

R&D

Marketing and Manage the

platform

Software developers

HR talent

Research experts

Payroll

marketing

Fixed

Sales

Customer acq.

Talent acq.

Variable

9

Website

HR Consultants

TemplatesAnalysis

Benchmarked Data

GamificationEthical and Legal

Customization

Legal Counsel

Fee to HR Consultants

24/7 Value Added Consultants for Pre/Post Survey

Linked-In

Social Media

PULZE

Appendix

PULZE

Market SizeBusiness Units

100-499 90,386 500-749 6,060 750-999 3,038 1000-1499 3,044 1500-1999 1,533 2000-2499 904 2500+ 46,525

TAM 151,490

TAM: 151,490

SAM: 136,384

TM: 34,085

Source: US Census,2008

SAM estimate was derived by using broadband business usage ratio. OECD

DEN: DIGITAL EXCHANGE NETWORK

The platform for exchanging high value favors and services.

22 INTERVIEWS WEDNESDAY65 TOTAL OVER 3 DAYS

Dave Spezzano, Alexey Okhlopkov, Amy Villari, Steve Alperin, Dmitri Dyakin

what we learned yesterday

hypothesisPEOPLE ARE WILLING TO PAY CASH

FOR FAVORS

PEOPLE ARE WILLING TO ACCEPT CASH FOR FAVORS

PEOPLE ARE WILLING TO TRADE FAVORS

PEOPLE WANT TO USE ANOTHER EXCHANGE CURRENCY

THERE IS A VALUE / BENEFIT TO THE FAVOR DOER

resultMAYBE

MAYBE

MAYBE

MAYBE

CORRECT

commentsHigh-value & WTP,

maybe not cash

Behavior change Compliance issues

Low expectation of quid pro quo

Tested philanthropy as exchange currency

Need to test further

more learning

hypothesisPEOPLE RECEIVE/PERFORM

FAVORS FOR DIRECT NETWORK CONTACTS

DITTO FOR SECOND-DEGREE CONTACTS

WE CAN SCALE A NETWORK WITHOUT LOSING TRUST

WTP TO JOIN ONLINE NETWORK TO ACCESS VALUABLE CONTACTS

NEED/MARKET FOR FAVOR NETWORK IN RUSSIA, CHINA

resultCORRECT

CORRECT

MAYBE

CORRECT

CORRECT

commentsOFTEN

Most see this is where the REAL

benefit is

Piggybacking existing networks like Linkedin

Obvious

Huge market potential in China, but may need proof of concept first

Key Learning: WHY WOULD SOMEONE USE THIS SYSTEM TO DO FAVORS?

• reduce time spent doing favors• prioritize response order and time to favor

requesters / receivers• INCREASE LIKELIHOOD OF PAYBACK

• Second-degree connections more than first-degree contacts

Key Learning: who pays for favors

CANVAS 1.1

People who need high quality information and services and have trouble finding it.

Business builders, salesmen, anyone who has ever looked for a connection once removed from their closest circle--Reduce the friction to finding info, help me get value from what I do for others and what I know.

Seeding the high level community, Software development, business development,

--People have trouble finding expert, reliable, verified information.

--People spend huge amounts of time displaying expertise with no tangible benefit

--A marketplace to match buyers and sellers--Simple easy way to aggregate postings about expertise--Scoring/ranking for reliability.

?

Alumni groups, Networking groups, (build to suit..potential white label sevice)

Outsourced engineering teams, We get paid to increase bonds between members ,make crucial offline activity more efficient. Allow monetization of expertise.

Scalable marketplace business. MVP engineering/hosting/design costs are fixed. Feature set build are variable..build to spec

for partners?

--Free to join and use– then transaction fee, listing fee, fee for top tier circles

--Velvet rope, leaky door policy--Affinity groups

Goodwill,Brand, User Propagation

1

3

4 2Tap communities already transacting offline or chaotically

5

6 7

8

9

CANVAS 1.2 CHANGES IN RED

--PEOPLE WHO NEED ACCESS & FAVORS FOR BUSINESS OR PERSONAL USE

--PEOPLE WHO PROMOTE THEIR BUSINESS THROUGH CONTENT

--PEOPLE WHO WANT TO STENGTHEN TIES WITH CONNECTIONS


-- HELP PEOPLE EXCHANGE ACCESS & FAVORS THAT ARE IMPORTANT.

--Help people get more benefit from their digital marketing content

--A marketplace to match buyers and sellers--HELP PEOPLE BUILD TRUSTED CONNECTIONS

?


Outsourced engineering teams, We get paid to increase bonds between members ,make crucial offline activity more efficient. Allow monetization of expertise.


for partners?

--POINT SYSTEM TO EXCHANGE VALUE & GOODWILL--Free to join and use– then transaction fee, listing fee, fee for top tier circles


--Goodwill,--HIGH LEVEL

ACCESS

1

3


5

6 7

8

9

CANVAS 1.3 CHANGES IN RED

--PEOPLE WHO NEED AND PROVIDE ACCESS & FAVORS FOR BUSINESS OR PERSONAL USE

--PEOPLE WHO PROMOTE THEIR BUSINESS THROUGH CONTENT

--PEOPLE WHO WANT TO STENGTHEN TIES WITH CONNECTIONS


-

--IMPROVED WAY TO BUILD TRUST & VERIFICATION

--DISCOVERY & VALIDATION OF 2nd DEGREE CONNECTIONS

--SAFE ENVIROMENT FOR PERSONAL EXCHANGE

--HELP PEOPLE EXCHANGE ACCESS & FAVORS THAT ARE IMPORTANT.

?


Outsourced engineering teams, We get paid to increase bonds between members ,make crucial offline activity more efficient. Allow monetization of expertise.--LINKEDIN, FACEBOOK, OTHER NETWORKS (UNLESS WE SCALE OURSELVES)


for partners?

--TIP JAR / PAY-WHAT-YOU-WANT--FEE FOR GIFTING AS THANK YOU--POINT SYSTEM TO EXCHANGE GOODWILL FOR $$--PREMIUM ADVERTISING (MAYBE – HARD MODEL)--transaction fee, listing fee, fee for top tier circles


--Goodwill,--HIGH LEVEL ACCESS--WELL CONNECTED PEOPLE

1

3


5

6 7

8

9

WE NARROWED OUR ARCHETYPE

WHAT’S A FAVOR?…..

• High value• Would require the receiver to go through

extraneous effort to achieve without the doer• Allows access to otherwise inaccessible areas

of life…..but how do we differentiate ourselves……? ELEGANT WAY TO SCORE AND RANK TRUST

ECOSYSTEM

FavorProvider

Direct Link

Favor user1.

FavorProvider

Favor user

Direct Link

FavorProvider

Favor user

2

3

Favor request

Today

LAY A PRODUCT OVER OUR CUSTOMER NEEDS & ECOSYSTEM

MORE DATA ON REVISED VALUE PROPISTIONS

TEST POTENTIAL REVENUE MODELS

Advanced Entrepreneurship

Day 4April 19, 2012

TVM Technologies

Team

Brian VogtDoug Carlson

Mohamed MaimouniAG Crum

Gabriel GilesSameer Kotak

6 additional interviewsTotal interviewed:

42 end-users3 brand managers1 channel expert1 shoe manufacturer1 shoe startup founder1 dermatologistX online survey

responses

Technology for medical and comfort problems of the feet

Problem is recognized; they have a

workaround Interviews

Hypothesis ExperimentResults

Pending

People may have discomfort but won’t

admit itInterviews

Unclear. Additional experiments required

(survey).

Appealing product for tech lovers Interviews Confirmed. Eyes lit up.

What Have We Learned?

Channel Analysis

Channel Strategy

License technology • License the technology to shoe brands to do all manufacturing themselves

Unbranded component sales • Sell prebuilt soles with embedded components to shoe brands for assembly

Branded component sales • Sell branded prebuilt soles with embedded components. Think “Vibram” soles in boots.

Own brand of complete shoes • Create own brand, sell through online retailers

Channel Analysis

Switching Costs

Recurring Revenue

Earn Before You Pay

Game Changing

Cost Structure

Others Do The Work

Scaleability Protection

License technology ✔ ✔ ✔

Unbranded component sales

✔

Branded component sales

✔

Own brand of complete shoes

✔

Channel Analysis

Channel Strategy Conclusions

X

License technology • Major brands unwilling to work with technology directly

X Unbranded component sales • Unit economics don’t work

X Branded component sales • Unit economics don’t work

✔ Own brand sold through online retailers

• Economically viable

Channel AnalysisGrowth Strategy

Phase 1 – Create brand for the Active Seekers segment• Sell through medical supply companies• Value price to capture higher Willingness To Pay• Get commitments and funding on Kickstart from severe sufferers• Use this to work out manufacturing and operational kinks

Phase 2 – Launch consumer branded shoe for General Comfort segment• Sell initially through Zappos • Leverage their logistics capabilities

Phase 3 – Expand in the General Comfort segment• Other online retailers• Airport kiosks• Retail locations• Possible branded component sales

Phase 4 – Expand to the Tech Lovers segment• Sell online• Sell through Sharper Image, Brookstone, etc.

Day 3 Canvas

Active Seekers (1) Sought med

Activities? Customer input, IP filings, beta development, ,

suppliers

Partners? Shoe mfg,

manufacturing

Inherent in our model? Variable material, mfg overhead

Making money & pricing model?$40 mfg’ed, 80 soles, 200 shoes, 400 retail

400 retail

250 retail

Resources? Development partner, seed

funding

TVM Tech

1

3

4 2Get, keep, grow? End-users: PR, branded captivity

Partners: Convince of

unique value for end-users

5

6 7

8

9

Passive Sufferers

(2) UnSought med

Tech Lovers 3) Tech ‘comfort’

• Mitigate hyperhidrosis

•Low effort solution

• Foot comfort• Discreteness

• Cool factor• Foot comfort

• Medical catalogs• Referrals

?

Established partner retail

outlets

Suppliers?Component

mfg.'s, Ventiva

Getting? Technology,

manufacturing

Giving? Differentiation

and price

Day 4 Canvas

Active Seekers (1) Sought med

Activities? Customer input, IP filings, beta development, ,

suppliers

Partners? Shoe mfg,

manufacturing

Inherent in our model? Product development, variable costs,

online retail, kiosks, SG&A

Making money & pricing model?$40 mfg’ed, 80 soles, 200 shoes, 400 retail

400 retail

$250 retail

Resources? Development partner, seed

funding

TVM Tech

1

3

4 2Get, keep, grow? End-users: PR, branded captivity

Partners: Convince of

unique value for end-users

5

6 7

8

9

General Comfort

(2) UnSought med

Tech Lovers 3) Tech ‘comfort’

• Mitigate hyperhidrosis

•Low effort solution

• Foot comfort• Discreteness

• Cool factor• Foot comfort

• Medical catalogs• Referrals

Online Retail, Kiosks

Established partner retail

outlets

Suppliers?Component

mfg.'s, Ventiva

Getting? Technology,

manufacturing

Giving? Differentiation

and price

Jiae.com: Interest based platform for creative minds in ChinaTeam: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen

23 Interviews + ??? Surveys2012.04.18 - Day 4

Do we have MVP website ???Online When ???

Jiae.com: Interest based platform for creative minds in ChinaTeam: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen

23 Interviews + 410 Surveys2012.04.18 - Day 4

Do we have MVP website Yes!!!Online When Few Hours Before!!!

MVP

http://www.wix.com/matros9/jiae

http://www.wix.com/matros9/jiae

Survey 1: Top Designer Social Site

China Top SNS site less than 15%

Top Design site (web 1.0) less than 33%

Proved: No Leader in Designer Social site, We have a Chance!

weibo.com

zcool.com

douban.com

chinavisual.com

Tumblr clone ($10M funding) less than 5%diandian.com

other sites Other Design sites less than 9%

blueideas.com

visualunion.com

abbs.com.cn.com

Survey 2: Top Features for Designer Social Site

Top 2: Rich/Fresh Content 44% Proved

Imaged Based

1-Click Reblog

Rich and Fresh Content

Tailored Content

Original Content

Design Content

Jobs and Projects

Portfolio Showcase

Meet Designers

Tips and Resources

Others

Top 3: Image Based 39.4% - Proved

Top 1: Expert Feedback 47% - Proved

Looking for Jobs and Projects is low, Surprised!

Reblog only 9.1% - Surprised

Business Hypothesis

Ecosystem

•Photo based nice and clean SNS platform

•More Traffic •Easy to Share•Statistics Tool

•Platform Management•Customer Acquisition•Expanding Reach

•Platform•Customer Base•Brand

Platform Costs

Customer Acquisition Costs

Marketing and Sales Costs

Advertising, Sponsorships, Deign Services

Click Per Sales , Design Marketplace

•1:1 Customer Support

•China Photo Related sites•China SNS Sites - weibo, renren, qq, douban

•Fashion Bloggers

•Find, organized and share inspiration Ideas effectively

•Find jobs/projects •Showcase portfolios for feedback ， big Space

•Target Ad Space•Find Good Designers•Promotion Opportunity•Sales Channels•Design Marketplaces

•Designers

Companies

• Advertising

• Sponsorship

• Design Services

• Click Per Sales

•D-School Ambassador

•1300 Design Schools•Design Message Boards

•Jiae.com

Freemium Free Interest Based SNS Platform

Day 3 Business Canvas for Jiae

•End Users Consumers

•Fashion Medias

•Design School•Government •Design Associations

•Traffic Partners

•Online B2C Partners

•Image based nice and clean SNS platform

•More Traffic •Easy to Share•Statistics Tool

•Platform Management•Customer Acquisition•Expanding Reach

•Platform•Customer Base•Brand

Platform Costs

Customer Acquisition Costs

Marketing and Sales Costs

Advertising, Sponsorships, Deign Services

Click Per Sales , Design Marketplace

•1:1 Customer Support

•China Photo Related sites•China SNS Sites - zcool, weibo, renren, qq, douban

•Fashion Bloggers

•Find, organized and share inspiration Ideas effectively Rich/Fresh Content

•Find jobs/projects Image Based Content

•Showcase portfolios for Expert Feedback big Space

•Target Ad Space•Find Good Designers•Promotion Opportunity•Sales Channels•Design Marketplaces

•Designers

Companies

• Advertising

• Sponsorship

• Design Services

• Click Per Sales

•D-School Ambassador

•1300 Design Schools•Design Message Boards

•Jiae.com

Freemium Free Interest Based SNS Platform

Day 4 Business Canvas for Jiae

•End Users Consumers

•Fashion Medias

•Design School•Government •Design Associations

•Traffic Partners

•Online B2C Partners

FidélEatRestaurant Reservation Loyalty

3 Restaurateur Interviews

20 Consumer Interviews

23 Total

Robert Montrone

EMBA ’12Consultant /TV ProducerABC Television

Jaidev Rao

EMBA ’12Management ConsultingRothstein Kass

Abhishek Sheetal

EMBA ’12Tech Marketing / StrategyLeCroy Corporation

William Cooke

EMBA ’12Strategy & Financial PlanningBlue Sky Solar

Sarah Brown

EMBA ’12ConsultingNeuberger Berman

Dennis Kwon

MBA ’11Engineer / Tech EntrepreneurshipLala.com

Table Compass

Archetypes?People who planPrice consciousFoodies

Key Activities• Platform design and

development • Business

development, partnerships and marketing

• Difficulty making reservations

• Price• End Customers:

Discounted bookings, secured reservations, restaurant comparisons

• Discounted pricing• Restaurant discovery

Key Partners Restaurant owners

Key Suppliers Possibly Open Table

What are we getting from them? Reservation Service Giving them? Restaurant traffic

What are the most important costs inherent in our business model? Fixed Cost: Building the website Variable: Marketing, sales people, advertising

Listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc.

Through which Channels do our Customer Segments want to be reached? • Restaurants: face to

face meetings• End Customers: Word

of mouth marketing, online, direct email

Key Resources• Designers, Engineers• Business

development, Sales• Money

1

3

4 2How will we Get, Keep and Grow Customers? Retention plan: points system, Groupon, promotional item, value add free meal, etc.

5

6 7

8

9

(Pass, Fail, Unclear)

• Medium-low end restaurants

• Medium-high end restaurants that take reservations

. Revenue Management. Working capital. Filling Seats

Day Before

Hypothesis

Restaurants have empty seats

Restaurants will give out discounts

Working Capital is an issue

Test

Survey 4 managers

Survey 4 managers

Survey 4 Managers

Results

High end restaurants do not have empty

seats

N/A

N/A

High End Restaurant Interviews ($100+plate)

Hypothesis

Restaurants have empty seats

Restaurants will give out discounts

Working Capital is an issue

Test

Survey 9 managers

Survey 9 managers

Survey 9 Managers

Results

Very concerned about empty seats

Discount customers visit only once to take advantage of the offer

Yes restaurants are very concerned about

WIP. Unhappy with Opentable

Mid Range Restaurant Interviews ($40+ plate)

Hypothesis

People are willing to prepay for discount an advanced reservation

The prepayment advance booking

discount does not lower the value of the

restaurant

30% discount will make people shift their

decisions around – time/day

Test

Survey 52 people

Survey 52 people

Survey 52 people

Results

75% are willing

17% indicated it would* 8% for under 35 yrs* 26% for over 35 yrs

75% said yes

Diner Interviews

Hypothesis

Finding loyal customers is a

problem for restaurants

Restaurant owners want to build a

relationship / know more about their customers (data)

Restaurant owners willing to offer an expiring credit to loyal customers

Test

Survey 21 restaurants



Results

Place high value on returning customers

Looking for a system to sync data

with reservations

Restaurants unhappy with “discount” customers

Willing to offer promotions to returning customers

Restaurant Interviews (mid-high end)

Hypothesis

Users would go back to the same restaurant for

an expiring 20-30% loyalty discount

Users eat out 2-3 times per week

Users would not mind that their credit

expires

Test

Survey 20 People

Survey 20 People

Survey 20 People

Results

100% are willing

100%

60% would prefer to have more time to use

the credit

Diner Interviews

Pivot Declaration

Pit of Despair

Table Compass

Younger Trendy

Key Activities• Platform design and

development • Business

development, partnerships and marketing

• Price• Discounted bookings,

secured reservations, restaurant comparisons

• Discounted pricing• Restaurant discovery



What are we getting from them? Reservation Service Giving them? Restaurant traffic


Options: listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc.



of mouth marketing, online, direct email

Key Resources• Designers, Engineers• Business

development, Sales• Money

How will we Get, Keep and Grow Customers? Retention plan: points system, Groupon, promotional item, value add free meal, etc.


• Medium-low end restaurants

• Medium-high end restaurants that take reservations

. Revenue Management. Working capital. Filling Seats

Yesterday

FidélEat

Younger TrendyYoung families

• Platform design and development

• Business development

• Partnerships and marketing

PriceDiscounted bookings, secured reservations, restaurant comparisonsDiscounted pricing- Discount rewards for loyalty- Promotional Credits



What are we getting from them? Reservation Service Giving them? REPEAT Restaurant traffic


Options: listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc. Monthly Subscription Fee, Tiered subscriptions



of mouth marketing, online, direct email, NY Times

• Designers• Engineers• Business

Development• Sales• Money

How will we Get, Keep and Grow Customers? Retention plan: points system, Groupon, promotional item, value add free meal, etc. Expiring Promotional Credits (EPCs)


- Medium-low end restaurants- Medium-high end restaurants that take reservations

- Revenue Management- Working capitalFilling Seats- Repeat Business- Fill seats during slow periods

Today

Monthly Subscription Fee, Monthly/Quarterly customer data service

13 New (45 Total) Interviews

Thomas Jonathan Melissa Nina Tim Vladimir

Thursday – Day 4

Diagnose your health from anywhere

65

Interviews

Industry Expert

Patient Provider Payer Mfg0

5

10

15

20

25

WednesdayTuesdayMonday

Using an RMVP to Get $$$ Out of Wallet

67

DIAGNOSLY - Today

• Provider engagement

• Device mfg relationships

• R&D• Customer

support

• Convenience of time and place

• Reduced cost for uninsured or high deductible plan subscribers

• Diagnostic and monitoring device OEMs

• Insurance networks

• Independent sales reps

• People (R&D)• Customer acquisition• Regulatory & Liability

• Testing fees (per test/kit)

• Online• Independent

sales reps• Physicians /

Clinics

• Engineers and designers

• Legal/Regulatory Knowledge (IP, FDA, HIPPA, etc)

• Reduced cost and increased quality of software

• Lower costs due to reduced visits, less fraud and consistent, comprehensive data

ConsumersFamilies (primarily subsequent mothers) in the fertility testing, pregnancy, and early childhood phase

Device MakersSmall to medium makers of at-home monitors and diagnostic devices

PayersInsurance, Medicare, Medicaid

ProvidersGeneral Practitioners, Midwives, Nurses, Office Manager, Specialists (Pediatricians, OB/GYNs, vets etc)• Improved patient

outcomes• Earn more money via

focus on higher value procedures

Automated, Optional 24x7 Support

Automated, Optional SDK Support

Indirect, trusted supplier

Livestock ManagersCattle ranchers, horse farmers

Drug DevelopersBig Pharma, Biotechs

68

• 15% Commission

DIAGNOSLY - Today

• Provider engagement

• Device mfg relationships

• R&D• Customer

support• Payer Approval

Process

• Convenience of time and place

• Reduced cost for uninsured or high deductible plan subscribers

• Diagnostic and monitoring device OEMs

• Insurance networks

• Independent sales reps

• Healthcare Professional Staffed Remote Centers

• People (R&D)• Regulatory & Liability• Customer acquisition

• Testing fees (per test/kit)

• Engineers and designers

• Legal/Regulatory Knowledge (IP, FDA, HIPPA, etc)

• Reduced cost and increased quality of software

• Lower costs due to reduced visits, less fraud and consistent, comprehensive data

ConsumersFamilies (primarily subsequent mothers) in the pregnancy and early childhood phase + traveling families

Device MakersSmall/med, at-home monitors and diagnostic devices

PayersInsurance, Medicare, MedicaidProvidersGeneral Practitioners, Midwives, Nurses, Office Manager, Specialists (Pediatricians, OB/GYNs, vets etc)

• Improved patient outcomes

• Earn more money via focus on higher value procedures

Automated, Optional 24x7 Support

Automated, Optional SDK Support

Indirect, trusted supplier

Corporate

• Physician / Clinics• Online

• Independent Sales Reps

• Free Beyond Provider Acquisition• Pay Per Click

$$$

• Testing fees (per test/kit)• Subscription

CONFIDENTIAL 69

Laboratory Testing Services (3rd Party)

• Analysis of raw diagnostic data• Illness and disease detection• DNA analysis• Risk assessment

Diagnosly Ecosystem

Patients

Online Health Services (3rd Party)

• Electronic Health Records (EHR)• Health Service Provider Network• Billing and Insurance• Appointment scheduling• Pharmacy• Virtual appointments

DIAGNOSLY PLATFORM

Cloud & Data Services

Phone, Tablet, and Web

Applications

Admin & Reporting Dashboard:

• Monitoring and diagnostic history• Aggregated lab results• Alerts and reminders• Advanced data analytics• Analysis of treatment efficacy• Personalized health content and

service recommendations

Medical Devices (OEMs)

Primary Physicians

Researchers

Payers

Patient Data Captured:

• Raw data from blood, urine, saliva samples• Raw data from sensors• Symptom descriptions and pictures• Demographic data• Location• Health History

Pharmacy

Remote MD/Nurseline

70

Interviews

• Would like to have a service to generate the script because they could check it with the pharmacist

• I love using technology to better organize our life and I would absolutely pay to use an application that tracked our kids test records, etc.

• Need a partnership with a 3rd party healthcare specialist call center

• Premature babies is $62B annual expense in the US (500k / baby), one opportunity may be monitoring at risk mothers to reduce occurrence

• None of the mothers we spoke to were aware that many of these at home tests existed

• Investigating pregnancy monitoring devices for at risk mothers

SAYING NEW INSIGHTS

DOING CONCLUSIONS

71

Personas

Aurora, 38: trying to start a family

Heather, 36: 3rd time expectant mom

Elena, 32: Mom of premature baby

• 2 Masters (Accounting, Nutrition)

• Stay at home mom (2 kids)• Organic food in fridge• Buys in bulk• Tracks expenses via

spreadsheet• She and son take weekly

asthma tests• High-deductible plan• Loves free apps (photo sharing,

games etc)

• Full-time writer/editor on maternity leave

• Self-described “worrier”• Used iPhone apps during

pregnancy (e.g. ‘til baby, kickcounter)

• Uses Snuza baby movement monitor, and iPhone baby monitor to track baby

• Humidifies and purifies air• Hand sanitizers in every room• Splurges on preemie clothes

• Owns her own PR firm• Trying Pergonal, preparing for

IVF (after Clomid didn’t work)• Tracks basal body temperature

via spreadsheet• Uses an ovulation microscope

and ovulation test strips daily• Uses Woman Calendar,

Ovulator (fertility iPhone apps) • DailyStrength and RESOLVE

member (fertility support groups)

72

• Sees 50 patients/day (mostly checkups, coughs, rashes)

• Lots of panicked phonecalls from new parents

• Talks to 15 patients per day via phone (bills for 60% of these)

• Hates paperwork• Thinking of moving to a cash-

only business• Gets paid for data analysis• Member of doctors-without-

borders

Personas

Dev: Device Developer

Dr. Robbins: Pediatrician

Mike: Payer Account Manager

• Specialist in anemia measurements

• Using open protocols (eg RS232)

• Would love a way to integrate his system with others’

• Frustrated with open source platforms (e.g. SanaMobile) and fragmented apps space

• Not familiar with heart rate monitors, thermometers, etc

• 8 years experience• Working on MPH part-time

(studying telemedicine in developing world)

• Uses HealthConnect to prepare quotes for clients

• Coordinates renewal and open enrollment meetings

• Leads smoking cessation initiative

• Dual Dutch/US citizen

73

Adword Campaign

• Went Live this morning

• Will share results tomorrow

74

At home uterine monitoring for high-risk pregnancies

http://www.ecommunity.com/homehealth/index.aspx?pg=10797http://www.fetalmonitorstrips.com/learn_more.html

http://www.ecommunity.com/homehealth/index.aspx?pg=10797

http://www.ecommunity.com/homehealth/index.aspx?pg=10797

http://www.fetalmonitorstrips.com/learn_more.html

75

Today’s Tasks

Request for Class – Connections at insurance companies; preferably involved with payment structures.

Channel- Interviews- Price / Configuration Adwords Analysis

Acquisition Cost / Timeframe- Pay for Click Conversion Adwords Analysis- Flow diagram and time estimates for physician sales and

insurance co approvals

Further Review of Revenue Model- Interviews & Research

jerry sanders Group 14

76

[Social Crowd]An online platform helping local communities to thrive

4/16: 12 interviews (5 Investors; 7 Businesses)4/17: 15 interviews (3 Investors; 12 Businesses)4/18: 3 interviews (3 Community Groups)

Total: 30 interviews


77

Yesterday

One-off:- Platform design

Ongoing:- Screening- Marketing- IT maint. & support- New market ID

An online ‘matchmaking’ forum where F&G connect.

- Independent business organizations

- COMMUNITY INTEREST ORGS

- Community funding institutions

- Local business school alumni

- Personal connections

- Local business activists

Value-driven: Most important costs include:- Web platform development- IT management & technical support- Marketing & customer acquisition- Application review costs (experts)

Dual revenue structure:

- Direct contact through website

- Local news & PR channels

- Word of mouth

- Customer d/base- Proprietary

knowledge- Brand copyright- Site skin: look, feel

1

3

4 2- Semi-automated - Local community-

focused

5

6 7

8

9

Finders:Individuals & groups seeking investment opportunities that provide (i) requisite returns and (ii) a direct benefit to a local community.

Grinders:Start-ups and EXISTING locally owned businesses & COMMUNITY GROUPS seeking capital investments of $10K-$2M

Finders: Investment efficiency through a screening process that ensures only the top ideas are posted.

Grinders: Access to small amounts of capital typically hard to acquire through institutional routes.

- Finders Fee (2% of consummated deal value)

- Grinders Fee ($250 application review fee)


78Experiments yesterday

[Social Crowd]

Test Activities ResultsGenuine market size Further research to determine the accurate dollar value

attributable to our target marketCONFIRMED & ONGOING

Customers’ willingness to pay Surveys & interviews to determine: Perceived value in CBS Alum review process Value attributed to time-saving component Pricing sweet-spot for fees: F&G

INCONCLUSIVE

Importance of local aspect Surveys & interviews with F&G to determine Research local investment statistics Research industry constituents

CONFIRMED

How to plug (not bridge!) the gap Surveys & interviews to determine LT sustainability of our business model. For instance, the impact of consummating: a good deal: loyalty to us or the contracting party? a bad deal: negative splash-back on us?

INCONCLUSIVE

Interest of Community Groups Surveys & interviews to determine level of interest & involvement (are they partners or customers?)

TO BE TESTED

Diving deeper…


79Results yesterday

[Social Crowd]

• Bifurcated investor customer segment:– Direct local beneficiaries (I like the coffee!)– Indirect local beneficiaries (property values)

• Potential additional revenue stream– Share in topline revenue of subject business– Proven model: Bryant Park Corporation

• Community board endorsement– Brand– Helps establish barriers to entry

We’re STILL learning…


80

Today

j

One-off:- Platform design

Ongoing:- Screening- Marketing- IT maint. & support- New market ID

An online platform helping local communities to thrive‘matchmaking’ forum where F&G connect.

- Independent business organizations

- Community Groups & Block Associations interest orgs

- Community funding institutions

- Local business school alumni

- Local business activists

- Personal connections

- Government entities

Value-driven: Most important costs include:- Web platform development- IT management & technical support- Marketing & customer acquisition

Dual revenue structure:

- Direct contact through website

- Local news & PR channels

- Word of mouth

- Customer d/base- Proprietary

knowledge- Brand copyright- Site skin: look, feel

1

3

4 2- Semi-automated - Local community-

focused

5

6 7

8

9

FindersInvestors:Individuals & groups seeking investment opportunities to provide a direct or indirect benefit to a local community.

GrindersBusinesses:Existing locally owned businesses seeking capital investments of $10K-$2M

FindersInvestors: Investment efficiency through a screening process that ensures only the top ideas are posted.

GrindersBusinesses: Access to small amounts of capital typically hard to acquire through institutional routes. Giving residents a way to preserve their neighborhood

- Finders Fee (2% of consummated deal value OR top line revenue interest in subject business)

- Grinders Application Fee ($250 application review fee)


81A real world example

[Social Crowd]

Transaction mechanics

[Social Crowd]Screen

Betel Bar & Kitchen Existing

investor

[Social Crowd]Web Platform

Commercial Deal

1

2 3

4

5


82Experiments today

[Social Crowd]

Test Activities ResultsLong term viability Surveys & interviews to determine LT sustainability of our

business model. For instance, the impact of consummating: a good deal: loyalty to us or the contracting party? a bad deal: negative splash-back on us?

TO BE TESTED

User interface How investors and businesses prefer to interact (privacy etc) TO BE TESTED

Markets Attend a community board meeting to further test the genuine market size/need Streets vs Neighborhoods Street Ambassadors

TO BE TESTED

Diving deeper…


83Market Size*

[Social Crowd]

Total Addressable Mkt27,000,000 small businesses in USA

Served Available Mkt954,311 small businesses in NYC (~5% TAM)

Target MktAssume 1/3 are self-funded & 1/3 are funded by conventional (institutional) facilities

*Statistics provided by the US Small Business Administration

27,000,000 954,311 318,104

Number of small businesses


84

Neighborhood Ecosystem

Hospital Closed down

West Village FlowerRevenues 30%

Korean owner Doesn’t speak English

Partner Crime Bookstorev Business Trying to cope with events, …

Economic Environment

Do we still help that business?

Need some $ for renovation & upgrade

Souvenir storeRevenues “Need affluent customers”

Record StoreClosing down 20Apr12

Leather bag store Exporting overseas·Needs cash to upgrade façade.· Needs to “modernize”

Economic Environment

Need some $ for renovation & upgrade

Needs “support” to “modernize

Wine Store manager· Lives in the hood· Would invest for goods in return ($50-100)

Rents

New bar opening

City/Local council

Doesn’t enforce

regulations

New bar opening

Katherine· Has $$· Doesn’t have time to invest in the hood.

New bar opening

XHistorical

SocietyYelp

Neighborhood communities Chains/

MNCs

Property owner· Wants stable/increasing property value

Coffee drinker from East Village

Enjoys coming to the hood

Customer behavior

Coffee ShopNeeds a new Espresso machine ($10k)

Apartment above coffee

shop

[Social Crowd]


85

Leather bag store

Investor

Resident

Suggests investments via direct mailing, …

New investor

Yelp, ….

Neighborhood communities

Accumulates data on local hood/

business

Business needing $$

Consult??Partner Crime

Bookstore

What “drives” them?

Build database

Screen

$$

$$ and/or profit sharing

“Social Crowd”

Existinginvestor

Other Key Partners?

Client database

Reach out to investors

?

Suggest investments?

“Social Crowd”

Reach out to talk about store/ Auto-creation

Inform

Web Platform

[Social Crowd]

MOBILE MARKETINGMarketing campaigns designed for delivery to cell phones, smart phones and other media devices.

Team members: Alex Goncharuk Jorge Melgar Hasan Shahid Broor Spahr van der Hoek

Interviews: 2 (21) Restaurants, (16) Customers2 Medical, 2 Telecom, 1 Channel partner

Customer Discovery

Phase 1Phase 2

Phase 3 Phase 4

State HypothesesRestaurants have a marketing problemCustomers don’t like to receive random mobile marketing (i.e. SMS, email)

RestaurantsCustomers

Test the Problem2 interviews with owners14 interviews with customers

Test the SolutionWeb-based mobile marketing toolApp that allows them to choose what they receive

Verify or PivotPivotVerified

Restaurant’s Ecosystem

- Suppliers- Landlords- Personnel

- Owners- Legal

- Guide: diners rate quality of restaurants, Zagat charges for content

- Online reviewers : receive feedback from customers and sell advertisement to restaurants

- Online reservation system: restaurants pay monthly fee for terminal and $1 per reservation

- Discounters: sell highly discounted products to end users

- Social Media: restaurants advertise directly through this media

Restaurant SegmentsFine dining - Always full- Dedicated marketer

Midlevel prime location- Generally full- Part-time marketer

Midlevel neighborhood

Low restaurants - No budget

Margin17%

Labor39%

Food25%

Others9%

Rent 10%

- Income subject to weekly and monthly seasonality

- Dependent on loyal customers sales

- Low margins don’t allow high discounts

- Mixed results from digital marketing- Fear of implementing new

technologies

Customer SegmentsAge 20-25- Price, location, quality- Website

Age 26-35- Quality, decor- Zagat, word of mouth

Age 35-45- Quality- Zagat

Age 45+- Quality, clean- Known restaurants

- Interest in receiving opt-in mobile marketing information

- Location based restaurant info

- Initial interest in getting an app that gives the quality, price and promotions

http://www.iconarchive.com/show/people-disability-icons-by-anatom5/family-icon.html

http://www.iconarchive.com/show/people-disability-icons-by-anatom5/reading-icon.html

Market Size

US 600,000

Mid Level8,700

- Mid level restaurant digital marketing budget ~ $750-$1,000 per month

- Assuming a 30% market share and a fixed monthly fee of $500 annual revenue is $15.7M

- Additional analysis is needed on variable revenue generation methods

Mobile Marketing Day 1

Most important customers?

Small businesses(or Telecoms,

marketing agencies?)


Companies that would want to use mobile marketing

servicesJob they want us

to get done?Deliver msg to end-customer through

platform

Key Activities do we require?

Software development, data

analysis

Problems solved:- Allow customers to develop and execute mobile marketing campaigns (based on interactive access with end users)

Needs satisfied:- Efficient low-cost communication with end consumers

Key features?- Simple standardized Web-based software tool allowing use of SMS, QR codes and NFC

Who are our Key Partners? Telecoms


Telecoms, search engines


them?Phone numbers/

short code, advertising

Important costs? Fixed? Variable?Software (technology) development, (fixed)

marketing/sales (variable)

Subscription fee, campaign fee and performance-based fee?

Which Channels? Online (trade fairs?)

What Key Resources we

require?People, IT

infrastructure (data center)

1

3

4 2Get/keep/Grow

Customers?Low-cost platform that is effective and quickly

shows results (switching costs for

telecoms and marketing)

5

6 7

8

9


Restaurants want to minimize the dependency on discounters

Restaurant want to run local marketing campaign ( 2 mins breakfast , cheap bagel after 11am, …)


Marketing Campaign

templates, Software development,

relationship building

- Restaurants to reduce sales fluctuations

- Restaurants to engage customers


Online advertisement




them?Message delivery

services



Fee per marketing campaign, monthly subscription fee

Which Channels? Online


require?People, IT


1

3

4 2Get/keep/Grow

Customers?

- Low-cost platform- Marketing Campaign

Templates

5

6 7

8

9

- Cheap and an effective way of reaching the customers

- Reaching local customer (location based)


Restaurants want to minimize the dependency on discountersRestaurant want to run local marketing campaign ( 2 mins breakfast , cheap bagel after 11am, …)

- Mid pricing level restaurants in neighborhood areas


Marketing Campaign templates, Software

development, relationship building

- Restaurants to reduce sales fluctuations

- Restaurants to engage customers

- Cheap and an effective way of reaching the customers

- Reaching local customer (location based)

- Increase customers without affecting existing sales


Online advertisement

review webpagesrestaurants




them?Message delivery

services Quality information



Fee per marketing campaign, monthly subscription fee Fee based on effectiveness

Which Channels? Online, app, loyalty

programs


require?People, IT


1

3

4 2Get/keep/Grow

Customers?- Low-cost platform

- Marketing Campaign Templates

5

6 7

8

9

- Filter incoming “discount” info

- Receive restaurant information (price, quality) if you are in an unknown place

- People between 30-45 years

- People in an unknown area

Free

Mobile Marketing Day 4A (Restaurants)

- Mid priced level restaurants

Build and Support marketing Campaign templates

Website and Mobile App development

Relationship building

- Increased profit

- Increased customer loyalty- Restaurants databases

- Online advertisement- Review websites- Restaurants

- search engines



Campaign fee, Subscription

- Piggy back on loyalty program- Restaurant databases websites

People, IT infrastructure,

Telecom Infrastructure,Marketing Strategies

for Restaurants

1

3

4 2- Provide cheaper alternative

to discounter websites- Customizable marketing

program

5

6 7

8

9

- Filtered promotion information

- Local and timely promotions

- Age group 30-45 years- Travellers

Free

- Filtered access to local deals

- App store- visited restaurants

Mobile Marketing Day 4B ( TELECOM AND MARKETING AGENCIES)

Telecoms, marketing agencies

Software development, data

analysis - Infrastructure to execute marketing campaigns

- Efficient low-cost communication with end consumers

- Multi-channels access to the potential customer


Software (technology) development, marketing/sales (variable) Subscription fee, per customer royalty

Direct sales, online advertisementPeople,

IT infrastructure

1

3

4 2Low-cost platform,

increasing number of standard marketing

campaigns

5

6 7

8

9

An online platform that connects procurement consortiums with suppliers

Interviews:18 on Day 364 Total

Ravi PingliArez MardoukhiGopi Sukhavasi

Kevin Woolley

Key Partners• Hotel and

restaurant associations

• Independent research services

Key Activities• Develop

online platform

• Continuous buyer and supplier development

Value PropositionsBuyers• Find best

suppliers for procurement consortiums

• Facilitate transparency and ease of use

Suppliers• Increased

visibility to potential customers

Channels• Outside

salesforce

Customer Relationships• Regular

customer contact

Customer Segments• Local/

independent restaurants (no chains)

• Local/ independent hotels (no chains)

• Food, tabletop, and bed linen suppliers

Cost Structure• Fixed: Software development/maintenance • Variable: Marketing/sales

Revenue• Annual subscription contract for both buyers

and suppliers (~0.5% of consortium revenue)• Buyers/suppliers charged to submit/respond to

proposals

Key Resources• Software

development team

• Marketing resources

Business Model Canvas: Day 3

Key Partners• Hotel and

restaurant associations

• Independent research services

Key Activities• Develop

online platform

• Continuous buyer and supplier development

Value PropositionsBuyers• Lower costs• Increase

options and negotiating position

Suppliers• Increased

visibility to customers

• Increase sales price

Channels• Outside

salesforce

Customer Relationships• Regular

customer contact

Customer Segments• Local/

independent restaurants (no chains)

• Local/ independent hotels (no chains)

• Food and tabletop and bed linen suppliers

Cost Structure• Fixed: Software development/maintenance • Variable: Marketing/sales

Revenue• 3% commission on sales paid by supplier• Annual subscription contract for both buyers

and suppliers (~0.5% of consortium revenue)

Key Resources• Software

development team

• Marketing resources

Business Model Canvas: Day 4

Business Hypotheses

Hypothesis 1

• Local restaurant suppliers provide bulk discounts

• Test

• Interviewing 4 major supplier executives

•Obtained price versus quantity data by visiting supplier showrooms

Hypothesis 2

• Local restaurants require material cost reductions to join YSN

Test

• Interviews with local restaurants about types of supplies

Result

• Accepted but inconsistent between different suppliers

Result

• Different senstivities shown across different categories of supplies

Hypothesis 3

• Local restaurant suppliers pay subscription fee to YSN

Test

• Interviews with suppliers

Result

• Rejected. Local restaurant suppliers pay commission to YSN

Glassware manufacturer

YSN- Consortium lists aggregated

orders on website- Suppliers place bids on

orders- Restaurants pay reduced

markup- Glassware supplier pays

YSN 3% sales commission

Third party sales company or independent sales rep- Sells through catalogs- Local restaurant gets

a 50-10 discount- Sales company buys

from supplier on a 50-50 discount level

- Sales company gets 10-14% commission on sales

Local restaurantRestaurant consortium

Ecosystem

Showrooms- Buyers pay up to 15%

discount on mixed bulk orders depending on category

Early adopters

• Prepare demo, present contract, and begin building supply network

• Selling at least one case of glassware to one of the interviewed restaurants by tomorrow

Next steps

• Master Chef Warehouseo Offering 3% commission on sales through YSNo Conditional on seeing the demo by Saturday 9AM

• MCICo Offering 3% commission on sales through YSNo No conditions on offer

• Lucaris USAo Pending today

Customer Contacts Yesterday: 22 traveler groups in person / 33 online survey responsesCustomer Contacts To Date: 53 in person / 33 online / 75 Adwords clicks / 51,000 online impressionsPurchases To Date: 7 Repeat Customers: 1

Scott Greco

Ari Harkov

Alex Morrison

Sarah Shenton

Francois Viargues

MichaelBurke

How: Sell itinerary for $9.99, pay local 10%, keep 90% gross margin.

Mass Distributors – Content Purchasers

Locals - Content Providers

1. Itinerary collection & updates

2. Marketing / PR

3. Customer service – locals & travelersSuppliers: local

trendsetters, work in hospitality, younger/creative, bloggers, active parents

Get itineraries: $$ for sales as well as exposure (blog, video)

Fixed costs: upfront development of site and app

Variable costs: talent/people, marketing/advertising, compensation of locals, product iterations


• Craigslist• Social media• Local blogs

1. Web developers2. Marketing/PR team3. Local expert outreach4. Sales force (low end,

in person)

1

3

2

5

6 7

8

9

Version 3 – EOD April 17th 2012


Bakamba helps tourists have richer, more authentic travel experiences by tapping into the knowledge of locals Save time planning See the “Real” City Filter based on interests Everything in one place

Get: PR, digital WOM, SEO, SEM, consumer promotions

Keep/ Grow: great customer service, expand cities, improve partner offerings

4

Unique platform for locals experts to share and monetize their local knowledge

Revenue sharing & relationship marketing

• Search (SEO/SEM)• Social media• Travel blogs / sites

Tourists – Content Purchasers

Potential idea: Provide recommendations and info to concierges

People want flexibility and dynamic itineraries with options

The proper price point for our product is $9.99

People will find our website easy to use and aesthetically pleasing

WTP increased significantly when presented with MVPs with options

Still inconclusive. Seem to be three segments: Free, $4.99, and

$9.99. Need more data.

Aesthetically pleasing? Yes. Easy to use? Not at all. Oops. People found the site confusing, difficult to navigate, and were unsure of

service for sale

Hypothesis Result

1

2

3

We are solving a clear and deep-seated problem with travel

planning.

People would rather pay $5-10 and get unbiased recommendations

Yes for our personal networks; NO for the 50 or so travelers we’ve spoken to in person this week

Two segments – some absolutely would and others don’t care and want deals/sponsorship to make

itineraries free to them

Hypothesis Result

Foreign travelers would not want this tool if they do not have data

service

Foreign travelers are interested if given printable and/or

iPad/mobile offline options



Locals - Content Providers

1. Itinerary collection & updates

2. Marketing / PR

3. Customer service – locals & travelersSuppliers: local

trendsetters, work in hospitality, younger/creative, bloggers, active parents

Get itineraries: $$ for sales as well as exposure (blog, video)

Fixed costs: upfront development of site and app

Variable costs: talent/people, marketing/advertising, compensation of locals, product iterations, printing/binding


Tests: can we get locals to contribute without the promise of payment for sales? Get one for free if you create one for your own city? Pay to post? Break up itineraries into sections by

different locals?

• Craigslist• Social media• Local blogs

1. Web developers2. Marketing/PR team3. Local expert outreach4. Sales force (low end,

in person)

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6 7

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Version 4 – EOD April 18th 2012


Bakamba helps tourists have richer, more authentic travel experiences by tapping into the knowledge of locals Save time planning See the “Real” City Filter based on

interests/location/authors Budget advice / Flexibility needed

Get: PR, digital WOM, SEO, SEM, consumer promotions, authors as sales force?

Keep/ Grow: great customer service, expand cities, improve partner offerings

4

Unique platform for locals experts to share and monetize their local knowledge

Revenue sharing & relationship marketing

• Search (SEO/SEM)• Social media• Travel blogs / sites• Authors as sales force

Tourists – Content Purchasers

Potential idea: Provide recommendations and info to concierges

Year to Date Revenue = $0.07

Next Steps – Continue gathering feedback from +/-20 or so travelers we’ve emailed

MVP site access– Test revamp of revenue model: locals pay to post, locals post without

promise of payment, or traveler can either pay $9.99 OR get itinerary for free if they create one for their own city

– Continue to investigate WTP, particularly with flexibility options– Investigate online survey feedback and correlations– Review and start testing/implementing improvement suggestions for

MVP site– Test more onus on local author to enhance product – Explore additional partnership channels– Explore the possibility of providing offers or deals within itineraries

TEAM FACTABASE

Comprehensive Business Statistics on Developing Economies

Day 4: 14 Interviews

Mary Leong, Alexis Farfaro, Calin Bota, Prosasty Chaudhuri, Bader AlKahtani

OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTS FURTHER

Value Proposition

Hypothesis Experiment Finding

Interview Customers are ready to buy this. They were interested in the benefits of Factabase that we did not highlight like Unique access, Official sources and Cost effectiveness

“We can’t wait to have this” – Head of Research McKinsey

“This is something that is very unique we really need this” – 6 senior researchers and 1 emerging markets specialist Goldman Sachs

• More statistics on emerging markets than anyone else

• Convenient access

Customer Segments

Revenue Streams

Interview• Frequent• Non-frequent

Consultants and investment banks are a key segment

Universities and market research are interested but should not be a priority area for us

Individuals and Entrepreneurs are interested

• Subscription• Per Table Sale

Interview Consultancies and investment banks like a pay as you go offering

Individuals and entrepreneurs like more convenient ways to buy like per table

What are the most important costs inherent in our business model? Fixed? Variable?

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Access to the most comprehensive and Detailed (hundreds of sources per country) database of curated industry statistics on developing markets.(Majority of which are not indexed on search engines & hidden on authority servers)

Convenience in access through Advanced Search; Export and Visualization options; Clear sourcing and real-time updates.

Companies and individuals with a need for detailed public statistics on Emerging Markets.

• Frequent - Consultancies - Universities

• Non-Frequent- Professionals- Entrepreneurs- Students/

Professors

• API access (special datasets)

• Automated Services

• Subscription model (comprehensive or sector/country specific)

• Per-table sale option

• API $xx per call

• National Statistics Offices

• Public Authorities

• International Organizations

• Companies that publish public statistics

• Collecting and preparing the statistical tables

• Development of automation software and webapps

• Customer acquisition and management

• Software/Web developers

• Research analysts• Data entry people• HR and admin• Business

Development• IT Infrastructure

• FTE, IT costs, Rent (Fixed)• Part time employee salaries, SEO (variable)

OUR BUSINESS MODEL CANVAS AT THE END OF DAY 3

• Direct Sales

• Online Sales

Pay as you go


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Unique access to valuable official statistics on developing economies in a Convenient, Reliable and Cost effective way




Professors


















• Direct Sales

• Online Sales

Pay as you go

VISUALIZING THE VALUE PROPOSITION

May, 06 April, 07 May, 07Last month Last year Group & Sub-group

456 492 496 0.81 8.77I FOOD, BEVERAGES & TOBACCO

447 473 471 -0.42 5.37 a. Cereals

566 607 607 0 7.24 b. Pulses

295 345 348 0.87 17.97 c. Oils & Fats

520 581 587 1.03 12.88 d. Meat, Fish etc.

396 433 435 0.46 9.85 e. Milk & Milk Products

501 580 584 0.69 16.57 f. Condiment, Spices etc.

467 493 520 5.48 11.35 g. Vegetables

390 479 475 -0.84 21.79 h. Fruits

398 321 309 -3.74 -22.36 i. Sugar, Honey etc.

485 517 520 0.58 7.22 j. Non-alc Beverages

582 623 626 0.48 7.56 k. Prep. Meals etc.

683 745 768 3.09 12.45l. Pan, Supari, Tobacco etc.

538 579 581 0.35 7.99 II FUEL & LIGHT

501 529 529 0 5.59 III HOUSING

423 438 439 0.23 3.78IV CLOTHING, BEDDING & FOOT-WEAR etc.

415 429 430 0.23 3.61 a. Clothing & Bedding

478 500 501 0.2 4.81 b. Foot-wear

479 500 501 0.2 4.59 V MISCELLANEOUS

497 516 518 0.39 4.23 a. Medical care

369 395 396 0.25 7.32 b. Education

400 422 423 0.24 5.75c. Recreation & Amusement

667 685 686 0.15 2.85d. Transport & Communicaton

375 394 395 0.25 5.33 e. Personal Care & Effect

413 437 440 0.69 6.54 f. Household Requisites

567 590 592 0.34 4.41 g. Others

471 501 503 0.4 6.79 General Index

Group/Sub-group wise percentage change in All-India index from last month and last yearBase:- 1984-85=100

جدول 50-5

ـوع الن خصوصي أجرة نقل حافلة دراجةنارية آليات المجموع Kind

المنطقة Private Taxi Truck Bus Motor-Cycle Vehicles Total Region

102654 3934 35361 1896 1003 1259 146107

90540 3491 25841 3116 1811 637 125436

12582 65 6481 522 30 5 19685

63913 371 19777 2023 94 413 86591

7838 8 7670 167 30 5 19685

4400 14 1590 87 2 10 6103

6547 0 1102 126 0 0 78118442 2 6029 125 6 48 146521234 3 1113 52 1 1 24042759 4 1924 7 8 5 4707

2464 0 1424 161 20 0 40694092 75 2105 92 20 14 63981102 3 812 20 1 0 1938

308567 7970 111229 8394 3026 2397 439588

الخدماتاإلجتماعية Social Service

المنصرفمنلوحاتالمركباتبالمملكةموزعةحسبنوعاللوحةوالمنطقةلعام 1425ـهCar Plates Issued in the Kingdom By Type : 1425 A.H.

Table 5-50

الرياض Riyadh

مكةالمكرمة Makkah

المدينةالمنورة Madinah

الشرقية Eastern

القصيم Al-Qaseem

تبوك Tabouk

حائل Hailعسير Assir

الحدودالشمالية Northern Boarder

نجران Najran

الجوف * Al-Jouf

جازان Jazan

منعام 1414هـ . Y . .Included Qurayatas From 1414 A.H * * تشملالقرياتإعتبارا

الباحة Al-Baha

المجموع Total

المصدر : وزارةالداخلية - اإلدارةالعامةللمرور . Source : Ministry of Interior- General Directorate of Traff ic .

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ϞϣΎόϤϟΩΪ ϋ

ΓΰϫΎΟ ϞϴόϔΘϠϟ Ϟόϔϣ

ϊ ϗϮϤϟ ϡΎόϟ

6 3 ήτη Ώϼρ

ϡΎϋ1427ϫ˰ 2 2 ήτη Ε ΎΒϟΎρ

5 0 ϰ ϨΒϣ ϊ ϤΘΠϤϟΔϴϠϛ

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0 0 Ε ΎϴϠϛ Ε ΎϨΒϟ

19 12 ωϮϤΠϤϟ

FACTABASE

Coverage of Competition

CollectionReformatting,

Normalizing and Preparing

Categorization Distribution

1 2 3 4

Quality check

http://factabase.com/


Value Proposition







Customer Segments

Revenue Streams




Professionals and Entrepreneurs are interested



Individuals and entrepreneurs like more convenient ways to buy like per table


1

3

4 2

5

6 7

8

9






Professors


















• Direct Sales

• Online Sales

Pay as you go


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3

4 2

5

6 7

8

9



• Management Consultancies And Investment Banks

• Market Research Firms

• Educational Institutes

• Professionals/Entrepreneur

















• Direct Sales

• Online Sales

Pay as you go

TYPICAL CUSTOMER JOURNEY AT GOLDMAN SACHS

Interested in a deal in the retail industry in the country Azerbaijan

Research Request sent to research team on:- Number of hospitals by type in Azerbaijan- Number of patients by illness in Azerbaijan- Number of beds in each hospital in

Azerbaijan- The same data on other nearby countries to

compare

Premium Database

Going the extra mile• 50 phone calls• 40 hours Web

search• 50 hours of data

entry• $$$ and time spent

FACTABASE

NO RESULTS

5% of results

10% of results

10% of results

100% of results


Value Proposition







Customer Segments

Revenue Streams




Individuals and Entrepreneurs are interested



Professionals and entrepreneurs like more convenient ways to buy like per table

OUR REVENUE STREAMS AT DAY 3

Co

mp

reh

en

siv

eS

ec

tor

Sp

ec

ific

Co

ve

rag

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ee

de

d

FrequentLess Frequent

Frequency of Need

Entrepreneurs and Independent Researchers

Full Access Subscri-ption Based ServicePer Table Charge

Per Table ChargeSector based Subscri-ption Service

Consultancies

Universities

Financial Services Firms

Market Research Firms

Co

mp

reh

en

siv

eS

ec

tor

Sp

ec

ific

Co

ve

rag

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ee

de

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FrequentLess Frequent

Frequency of Need

Entrepreneurs and Independent Researchers

Full Access Subscri-ption Based ServicePer Table Charge

Per Table ChargeSector based Subscri-ption Service

Consultancies

Universities

Financial Services Firms


OUR REVENUE STREAMS AT DAY 4


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3

4 2

5

6 7

8

9



Management/Strategy Consultancies

Financial Services


Educational Institutes

Individual/Entrepreneur
















• Direct Sales

• Online Sales


1

3

4 2

5

6 7

8

9



Management/Strategy Consultancies

Financial Services


Educational Institutes

Individual/Entrepreneur



• Per-table sale option (with pay as you go option for large accounts)













• Direct Sales

• Online Sales


1

3

4 2

5

6 7

8

9


Per-table sale option (with pay as you go option for large accounts)













• Direct Sales

• Online Sales

• Management Consultancies And Investment Banks

• Market Research Firms

• Educational Institutes

• Individual/Entrepreneur

Unique access to valuable official statistics on developing economies in a Convenient, Reliable and Cost effective way

Factabase

Day 4

Jyotsna

Gianluigi

Kerli Brian Dimitar

Camilla

Your Groceries… in the 21st Century

136 interviews

Hypotheses / Results – Day 3

Inventory tool enhanced with recipes and dietary info

Small retailers are good partner for sales fullfilment

• Small mom & pop shops are fearful / busy growing physical sales

• Mid-sized are already present online somehow: “talk to head office”

• 86% would use the eFood app

• 70% WTP, 35% >$1.99

Survey to validate day 2 results

Retail interviews (8)

Key Insights: We validated the concept Sales delivery partners are NOT small

retailers

Customers willing to scan / record inventory

• 48% would scan/ input manually

Survey

App would convert users to online shopping

• Survey indicates 43% increase

Survey

• eFood makes connections that don’t currently exist

• Recipe / shopping apps and online shopping apps exist but are not married together nor with inventory management

20 research

Value Proposition

For the Consumer

We save you TIME by helping you TRACK, DECIDE ON and BUY groceries

For the Business Partners

We generate SALES to your store

We deliver effective ADS at the point of purchase decision

eFood Value Prop and Revenue Generation Model

Track

Discover

Educate & Communicate

What I have

What I don’t have

Recipes

Required Ingredients

SUGGEST

DECIDE

PURCHASE

SHAREHealthy Eating InfoShare recipes with friends

Display Ads

Recommendations

Commission on online order or store purchase

Display Ads

Functionality Output User Benefit Revenue Opportunity

BuyOnline order

In-store purchase

Web portalSmartphone

App

CONSUMER’S

Kitchen

eFood Platform

Online InventoryMultiple devices sync

Recipes

Healthy Eating

Nutritional Info

Tablet App

Social Networks

Online stores

eFood Ecosystem

ADVERTISERS

CONTENT FULLFILLMENT

DELIVERY

Physical Stores

OR

OrdersSearch &

Recommendation

CONTENT MONEY GOODS

Five things to know about online grocery shopping:

Consumers love online grocery shopping, but it takes time getting used to. You can simply the process by improving the online experience with navigation, search, online help and porting over shopping lists. Deliver a better time-saving experience and consumers will hang on. Online baskets are different than offline baskets. The average transaction size is much larger for food and beverages ($80 online / $30 offline) and health and beauty purchase ($30 online / $10 offline). And online shopping offers a greater mix of pack sizes and categories. Consumer perceptions and purchase behaviors are affected in important ways. The interactions with the online ‘store’ environment are fundamentally different than an in-store experience. The online experience is fueled by a needs-driven experience as a greater variety of options are made available on screen. Online shopping “levels the playing field”. Big brand ‘physical’ advantages do not translate online. With universal distribution and search functionality an inherent bias toward niche players is created. Ultimately, price transparency, connectivity and open content favor a purely ‘rational’ market. Large and small brands can win online by combining marketing savvy with digital capabilities to add value. With interactive websites, smartphone applications and social media connections, expanding your brands in new and innovative directions is virtually limitless.

Five things to know about online grocery shopping:

Consumers love online grocery shopping, bu

t it takes time getting used to. You can simply the process by improving the online experience with navigation, search, online

help Deliver a better time-saving experience and consumers will hang on

Online baskets are different than offline baskets. The average transaction size is much larger for food and

beverages ($80 online / $30 offline) and health and beauty purchase ($30 online / $10 offline). And online shopping offers a greater mix of pack sizes and categories.

The online experience is fueled by a needs-driven experience

Big brand ‘physical’ advantages do not translate online Large and small brands can win online by combining marketing savvy with digital capabilities to add value

Expanding your brands in new and innovative directions is virtually limitless

Top line survey results

Would you use smartphone/scanner / manually input your products?

Dou you shop online for grocery goods?

Would you pay and how much for grocery app?

• Automated services• Dedicated manager

• Online and Offline End-users:

• - Family busy mums / working fulltime

• - Higher and medium income

• - Willing to pay for convenience (headspace)

• People who cook at home and buy at least something online

• Platform development & management

• Platform promotion

Marketing & sales tool:• new customers• Increase revenues• information on

consumption behaviour

• Increased loyalty

• Grocery Distributors to stores / horeca sector

• Apple / Android Platforms

• Delivery company (fresh direct)

• Content providers (recipes)

• BeVinco• Quantified self

• Platform management and development• Customer acquisition costs• Cost for service premium users • transaction fees on online purchases

(from supermarkets) • add revenues

• Direct sales force

• Platform • Customer base• Software developers• Partners relationship

managers• Content development

and management

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• Save - time - money• Value added - Diet advisory management - Recipes • Home cooking

service

4

• Grocery Retailers • Distributors (Food)

• Basic app is for free• Selling smartphone apps and extra services -

freemium • Selling hardware (scanning devices)

• On-line retailers• myvirtualpantry.co

m• Smartphone apps• web sales• Household

appliance store for scanners (Premium users)

• Automated and targeted mass customization based on past consumption patterns &, reccomendation analyses

End user

FMCG retailers

Multi-sided platforms

DAY 3HoReCa

Automated Service (Smartphone App and Website)

• Time Conscious• Tech Friendly• Cook at homeNB. Trackers (Early evangelists)

• Platform development & management

• Platform promotion

Generate Sales, expand retailers customer base and avg. shopping basket

• Retailers (Physical & Online)

• Apple / Android Platforms

• Content providers (Recipes etc.)

• Platform management and development• Customer acquisition costs• Cost for service premium users Sales commissions on retail orders

• Software developers• Partners relationship

managers• Content management

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• Save time & effort by Tracking, Deciding on & Buying Groceries

• Eat Better

4

Physical Retailers Online Retailers

• Two tier Smartphone App pricing : Lite = Free, Pro = $1.99 (Limited time free promo)

• Selling hardware (scanning devices)

Direct App Store

In –person dedicated (Relationship Manager)

Consumers

DAY 4Advertisers

In-person dedicated(Ad sales)

Indirect Partner StoresDirect Advertisers

Deliver targeted Advertising

Display ads, recommendations

MULTI-SIDED PLATFORM

Advertiser

Retailers

eFood user experience

Day 4 presentations columbia apr 2012

Education

Transcript of Day 4 presentations columbia apr 2012