Global Startup Platform_Business Model Report_2012

Global Startup Platform TEAM

Global Startup Platform

OEP Report v.1

07.07.2012

“WHEN ENTREPRENEURSHIP

BECOMES A LIFESTYLE”

Business Model Report ǀ GSP Team

Copyright ©2012 GSP team. All rights reserved. Prepared by Ryzhonkov Vasily, Peter Asad, GSP Team. Page: 2

Project Description ..................................................................................... 3

Marketing.................................................................................................... 4

Marketing segmentation .................................................................................. 4

GSP – The Strategy .......................................................................................... 7

Phase 1: Buzz .............................................................................................. 7

Phase 2: Targeting ...................................................................................... 8

Phase 3: Sustenance ................................................................................... 9

Distribution............................................................................................... 10

Partnerships .............................................................................................. 11

Costs ......................................................................................................... 15

Project Costs ................................................................................................. 15

NPV Calculation and payback period ............................................................. 17

Sales ......................................................................................................... 17

Revenue Model .......................................................................................... 17

Problems ....................................................................................................... 17

Services and Revenue Models ........................................................................ 19

Revenue Models in detail ............................................................................... 23

Future Research ........................................................................................ 24

About the Team ......................................................................................... 26

Version of the Document ........................................................................... 27

List of Figures ........................................................................................... 27

List of Tables ............................................................................................. 27



Project Description

Global Startup Platform is an international online platform for the entrepreneurs, startup teams, investors/business angels, venture funds, mentors, universities and research centers that are involved in entrepreneurship/innovations activities and work on creating ventures. Our vision – there is no barriers for starting a venture being only online. Our mission is to develop and stimulate entrepreneurship climate and ecosystems in efficiency-driven economies1. Main idea behind is to create an virtual social network/incubator where all listed users (customers) could meet and find assistance, information, knowledge on their particular topic about startups, find teams, share connections. We are creating international virtual community not a physical location such as Silicon Valley, or Famous Triangle. Unlike existing worldwide online incubators and platforms our market is primarily Russia, CIS and developing countries which have lack of entrepreneurship activities or some problems with them (corruption, absence of mentors or venture capitalists, poor investment climate, high costs of starting up business, poor access to international or global markets). Moreover, unlike other virtual incubators we want to create unite platform where customers could satisfy their needs in several categories of services:

1 In efficiency driven economies, government focus is (or should be) on getting labor and capital markets working more properly, attracting foreign direct investment and educating the workforce to successfully adopt technologies developed elsewhere. The key processes in moving from the first to the second stage are capital accumulation and technological diffusion (Wennekers et al., 2005). Even though these conditions are not directly related to entrepreneurship in the Schumpeterian sense of “creative destruction”, they are indirectly related since the development of markets will also attract and enable more opportunity based entrepreneurship. Main examples of these economies are: BRICI countries, Turkey, Mexico, South Africa, Argentina, etc.



1. Funding & Financing (through matching investors and entrepreneurs) 2. Education of customers (mainly entrepreneurs) 3. Team Building services 4. Community / Professional Community / Social Network 5. Consulting services (e.g. Testing and verifying business model of each

project that is registered in our platform, promotion, etc) 6. DataBase of Best Practices & Failures 7. DataBase of Startup/Business Ideas 8. Entrepreneur's ToolKit 9. News 10. Investor's Toolkit

Marketing

Entrepreneurship market is a growing market, it has a lot of activities and passionate young people.

1. Entrepreneurs: • Who they are: Young people, fresh grads and little experience (age 20-

35, High or unfinished High Education, Blr, Ms, MBA, Engineers, males, females).

• What they want: Fund, mentorship, education, find team mates, networking, how to startup in right way, how transfer dreams to real life.

• How they behave: Very active, search for investors and mentors, search for teams or partners.

2. Investors: • Who they are: Business men/ women, huge experience (age 30-60,

MBA, financial background).

Marketing segmentation



• What they want: Invest their money in profitable startup. • How they behave: Receive business plans and filter startups then meet

the teams. 3. Mentors:

• Who they are: Serial entrepreneurs, good experience (age 35-50, MBA , hands on experience )

• What they want: help young entrepreneurs to don’t go in wrong way. • How they behave: Discuss with entrepreneurs their business model

and all problems face the startup team. 4. Startup Teams

• Who they are: Young people, fresh grads and little experience (age 20-35, Bachelor, Master’s degree, MBA, Engineers).

• What they want: someone instructs them, Fund, mentorship, education, networking, how to startup in right way, how transfer dreams to real life.

• How they behave: Very active, search for investors and mentors, search for strategic partners.

5. Governmental institutions and Agencies. • Who they are: NGOs, universities programs and governmental

organizations • What they want: help young entrepreneurs to don’t go in wrong way

and change economics conditions by encouraging entrepreneurship eco-system.

• How they behave: Organize events, conferences, competitions and encouraging entrepreneurship eco-system.

6. Universities and Research Centers To be updated…

Results of brainstorming. Several potential ways of reaching entrepreneurs. It’s a brainstorming with 12 entrepreneurs about ways to reach for entrepreneurs.



Priority 1 (the highest priority) 1. Communicate to entrepreneurs and students in the entrepreneurship courses throughout the globe. Start from entrepreneurs’ database int venture-lab course. 2. Social media (Facebook, twitter, LinkedIn,….ect). 3. YouTube videos. 4. Blog posts periodically on our blog. 5. Connect with famous blogs and ask them to write about GSP (Mashable, techcrunch, readwriteweb,…ect ). 6. Newspapers (Local and global (New York times, Guardian, …ect)). Priority 2 7. Communicate to entrepreneurs in the existing sites and online incubators. Attracting them to our platform. 8. Hosting or sponsoring offline events (tweet ups, Meetups, Workshops, round table discussion, conferences ). Budget will depend on event type and event venue. 9. Communicate with (offline, online) group administrators. Ex: Facebook groups administrators. 10. Competitions. Priority 3 (the lowest priority) 11. English, Russian, Arabic Interfaces.

Reaching Investors

To be updated…

Reaching Mentors

To be updated…

Reaching Startup Teams

To be updated…



Reaching Governmental institutions and Agencies

To be updated…

Reaching Universities and Research Centers

To be updated…

Our strategy to start with campaigns don’t need much money so we will use social media channels (Facebook fan page, twitter account, blog posts, connects with famous blogs, YouTube videos, Build a character on social media). After that we will use facebook campaigns and Google adwords.

Phase 1: Buzz

Objective: • 15,000 entrepreneurs to know what GSP is • To generate buzz and curiosity surrounding launch • Build a character to help us to build a community • Make minds image GSP is a virtual entrepreneurship world • Get people talking and sharing on Social media • Push people to visit our Blog (5k/month) • Push teams to create accounts on GSP (5k/month) • Push VCs to create accounts (10/month) • Push mentors to create accounts (50/month) • Push NGOs to create accounts (10/month)

Vehicles - Facebook Fan page - Twitter account - Connect on twitter hashtags - YouTube videos - Facebook fan page for character

GSP – The Strategy



- Character twitter account - Blog posts - Connect with others active blog in entrepreneurship - Website connected with facebook and twitter. - Newsletter - Attending offlines events

Tracking Performance Tools: • Develop potential customer’s database. • Klout tools • Website grader • Alexa • Google trends/ insights • Google adwords • Key word grader

Phase 2: Targeting

Objective: • Talk about features and start to explain what GSP is • Focus on how GSP satisfy users needs • Push for users to use GSP (creating accounts 15%) • Increase Blog traffic rate (increase visiting blog 15%) • Hire volunteers or ambassadors (30-100 in our target regions)

Vehicles - Facebook Ads campaigns - Google Adwords - Organizing Tweet ups and meet ups - Facebook Fan page - Twitter account - Connect on twitter hashtags - YouTube videos - Facebook fan page for character - Character twitter account



- Blog posts - Connect with others active blog in entrepreneurship - Website connected with facebook and twitter - Newsletter - Attending offlines events

Tracking Performance Tools:

• Increase potential customers database by 15%. • Klout tools • Facebook fans , twitter followers, no# of sharing YouTube videos • Website grader • Alexa • Google trends/ insights • Google adwords • Key word grader

Phase 3: Sustenance

Objective: • Strong push for users to GSP (increase creating accounts 15%) • Mentoring sessions and workshops (offline workshop/ month) • Attending conferences • Sponsor offline events (Big one per year at least, it depends on budget) • GSP is big entrepreneurship community • Hire big numbers of volunteers or ambassadors (100-300 in our target

regions) Vehicles - Ads on famous blogs and entrepreneurship website. - Sponsoring and attending offline events - Sponsoring online events - Facebook Ads campaigns - Google Adwords - Facebook Fan page



- Twitter account - Connect on twitter hashtags - YouTube videos - Facebook fan page for character - Character twitter account - Blog posts - Connect with others active blog in entrepreneurship - Website connected with facebook and twitter. - Newsletter

Tracking Performance Tools: • Increase potential customers database by 15%. • Klout tools • Facebook fans , twitter followers, no# of sharing YouTube videos • Website grader • Alexa • Google trends/ insights • Google adwords • Key word grader • Number of attending events and number of sponsoring events

Distribution

We will depend on our website as a direct channel to distribute our services

and our social networks and blog as indirect channels to distribute our services.

Our distribution channels will not be costly because it will manage by us

but campaigns will be costly. To be updated…



Partnerships

Our project requires partners. The purposes of having partners are:

• Develop and expand our mentors, investors, startups and entrepreneurs database;

• Get more users/customers interested in our project;

• Promote and market our project and services we offer.

We distinguished several categories of partners that we will deal with:

1. Governmental institutions and organizations.

2. Professional organizations which are supporting entrepreneurs and SMEs.

3. Physical incubators.

4. Online incubators which have lack of services we are going to develop.

5. Online Web-Projects that are providing useful tools to the entrepreneurs.

6. Universities / Research Institutes.

First of all let us state that these are hypotheses that need to be tested and validated out in the future more clearly. However, there are evidences coming from interviews we made in Russia that there is an interest in the partnering first of all in the governmental institutions side. Below you will find analysis of entrepreneurship ecosystem (in particular technoparks) and why governmental institutions will require partnering with our project.

Table 1 – Techno parks’ situation in Russia

Current Situation

ÜÜÜÜ

Future Situation

Positioning

Techno park is business hotel for innovation companies; place where resident could cheaply rent

Techno park is a service center; range of services for residents starting from business development ending up with



an office business management

Management Projects are managed by officials without business experience

Projects are managed be professionals

Collaboration There is weak collaboration with Universities and research institutes

There are tools for efficient and effective collaboration with research institutes and universities

Innovation Efficiency

Focus on the physical infrastructure, but not on innovations their selves

Efficient and effective startup ecosystem is developed for residents of techno parks through the whole life cycle of the startup

Commercializing Weakly standardized models of co-financing techno park’s startups

Creating an enabling environment for private-public partnership

Below we will summarize in the table main information about partners.

Table 2 – Partners List of GSP Project



Partners in Russian Market

Can we reach out and talk to a few of them?

What information do they need?

Are they potentially interested in partnering with you?

If so, under what terms and conditions?

How many partners did you meet with?

Which of them we need to target first to be able to get to others?

Main potential partners from the category

Governmental institutions and organizations

Yes. Through NVision Group and Russian Venture Company.

1. These partners need information where to invest money

2. How to make innovation ecosystem more efficient and effective.

Yes.

To provide them services for uniting more than 20 techno parks in Russia. Create one unified social network/database of these residents and startups inside the techno parks.

0

1. NVISION Group

2. Russian Venture Company

1. Ministry of Telecommunications 2. NVision Group

3. Skolkovo

4. Russian Venture Company

Professional organizations which are supporting entrepreneurs and SMEs

Yes.

1. How to make innovation ecosystem more efficient and effective.

2. How to protect and stimulate growth of SMEs.

No information

Stimulate growth of the innovations in Russia, developing ecosystems. Providing them tools for that development.

0

1. OPORA

2. Venture Funds and Business Angel Associations

1. OPORA

2. Venture Funds and Business Angel Associations

Physical incubators

Yes.

1. Where to invest money.

2. How to choose right projects for the competition.

3. How to attract investors.

4. How to minimize costs of the filtering and choosing process.

No information

1. Online instrument to create startups / team building / entrepreneur’s toolkits / social network of entrepreneurs, investors, mentors.

0 1. HSE

1. HSE

2. ANH

3. http://technocup.ru/

4. etc

Online incubators

Yes.

1. Where to invest money.

2. How to choose right projects for the competition.

3. How to attract

No information

1. Receiving more successful startups/startup ideas.

2. Filtering startup ideas coming to them through scientific way.

0

1. http://startuppoint.ru/

2. http://startupforum.ru/

3. http://glavstart.ru/

There are plenty of them in Russia.

http://technocup.ru/

http://startuppoint.ru/

http://startupforum.ru/

http://glavstart.ru/



investors.

4. How to minimize costs of the filtering and choosing process.

3. Attracting new investors and mentors.

4. http://greenfield-project.ru/

Online Autonomation Tools/ Web-Projects

Yes.

1. How to develop their services.

2. How to attract new customers / new marketing strategies.

No information

1. Increasing number of users/customers

0

1. http://freshle.com

2. venture-lab.org

3. stanford ecorner

There are plenty of them. We need to try to establish the partnerships in order not to invent the bicycle.

Universities / Research Institutes

Yes.

1. How to increase quality of education of graduates

2. How to attract new students / professors

Yes, to be tested

1. Educational courses on entrepreneurship

2. Startup Teams

3. Collaborative Research Projects on Entrepreneurship

0

1. Moscow State Technical University

2. Moscow Physical Technical University

3. Moscow State University

4. Saint Petersburg University (Global Entrepreneurship Monitor Team)

There are plenty of them in Russia.

http://greenfield-project.ru/

http://greenfield-project.ru/

http://freshle.com/



Costs

We calculated our project costs for one year with following assumptions:

• Time period - 2 years. First year – discovery, validation phases, prototype; 2 year – seed financing, developing the project.

• Core team will receive small compensation after the seed financing in the second year around $50 000 on average.

• Some extra web developers and designers could be hired.

• First investment will be in the advertisement and necessary hardware and software.

• Team will meet minimum twice and visit entrepreneurship conferences.

Table 3 – Project Costs

№ Category Price, $ Units Metrics Total, $ Hardware 1 Server $ 3 000,00 2,00 piece $ 6 000,00 2 Backup Systems $ 1 000,00 1,00 piece $ 1 000,00

3 Disaster Recovery Systems

$ 1 500,00 1,00 piece $ 1 500,00

4 Disk Storage $ 2 000,00 2,00 piece $ 4 000,00 5 UPS $ 50,00 1,00 piece $ 50,00 6 Router $ 500,00 1,00 piece $ 500,00 7 $ - Software 8 Hosting $ 200,00 1,00 year $ 200,00 10 Domain Name $ 9,00 1,00 year $ 9,00 11 Web Site Maintenance $ 1 250,00 1,00 year $ 1 250,00

12 Security (Nortel.Access), Firewalls

$ 1 000,00 1,00 piece $ 1 000,00

13 Archiving $ 1 000,00 1,00 piece $ 1 000,00 14 Application Licenses $ 200,00 5,00 $ 1 000,00

15 Project specific Software tools

$ -

Marketing

Project Costs



№ Category Price, $ Units Metrics Total, $

16 Advertising, marketing, and promotion costs

$ 0,50 2000,00 $ 1 000,00

Administrative costs 17 Insurance $ - 18 Labour Costs $ 50 000,00 10,00 year $ 500 000,00

19 Design

$ 100,00 150,00 hours $ 15 000,00

20 Programming $ 100,00 150,00 hours $ 15 000,00 21 Travel expenses $ 2 000,00 10,00 year $ 20 000,00

22 Office management and administration

$ 1 000,00 12,00 units $ 12 000,00

23 Conferences $ 1 000,00 10,00 units $ 10 000,00

24 Team recognition/celebration

$ 1 000,00 10,00 units $ 10 000,00

25 Taxes $ 174 600,00 1,00 year $ 174 600,00 $ 600 509,00

The Costs section is still too abstract, however, we have put a foundation and determined main categories of the costs that we will have. Main drivers of costs are labor costs and taxes. They also represent main challenges here. Thus we need to think how to minimize these costs.



To be updated…

Sales

To be updated…

Revenue Model

Our revenue model completely linked to the RoadMap of the Services we are going to introduce and develop; and to the Problems we are going to solve. In the problems side we used inductive logic, thus we determined main problems in the industry that exists globally, and then we looked at Russian market problems. We believe that it represents huge opportunities because:

1) Level of entrepreneurship there is very low (one of the lowest among 54 countries that are monitored by GEM, 2012).

2) Domestic market is pretty strong (according to the World Bank Russian have 11th place in terms of GDP, 2011).

3) Russia is one of the strongest countries with more than 60 mln active internet users.

4) Russian population is quite big having around 144 mln people.

Main problems that were indicated by our team and which are relevant to our project are presented in the table below.

NPV Calculation and payback period

Problems



Table 4 – Main Problems GSP tries to solve

№ Problem Entrepreneurs Startup Teams

Investors Mentors Governmental Institutions and Agencies

Other Incubators (Physical and Virtual)

Universities and Research Centers

1. Barriers to market entry – 1,97.2 Yes Yes

2. Access to financing (Virtually inaccessible to young companies to obtain investment through public offering on the market) – 2,02.

Yes Yes

3.

Team selection, organization and management (Low availability of skilled personnel – 61%; Low availability of highly qualified management – 32%)

Yes Yes

4. Startup Management Yes Yes

5. Business Model (discovery, validation, testing, building, etc)

Yes Yes

6. Bureaucracy – 1,83 Yes Yes

7. The introduction of scientific and technical developments – 1,9.

Yes Yes

8.

Elementary and secondary education (does not sufficiently encourage creativity of students, self-sufficiency and personal initiative, entrepreneurial skills) – 2,14.

Yes Yes

9. Startups and Teams Selection for Investing and Funding

Yes Yes Yes

Our current investigation didn’t touch Investors, Mentors and Incubators problems deeply. This is the field for the future research: for proposing hypotheses and testing them. However, problems for Governmental Institutions dealing with Innovations and Entrepreneurs are quite clear.

2 Problems are listed with the scores they got in the Reports that were analyzed in the Market Research. 0 – 5 scale: 0 – high importance, 5 – low importance; 0 – 100% scale: 0% – low importance, 100% - highest importance



After careful analysis of Market Research3 of the services (around 45 different services we got) we figured out following basic categories of the services in which our customers are interested in:

1. Funding & Financing

2. Education

3. Team Building

4. Community / Professional Community / Social Network

5. Consulting

6. DataBase of Best Practices & Failures

7. DataBase of Startup/Business Ideas

8. Entrepreneur's ToolKit

9. News

10. Promotion

11. Investor's Toolkit

The most popular categories are first 8 (which received internal scores from 19 to 16). These eight categories consist of services that are shown in the table below. We decided to put only 15 services in order to be focused and implement services step by step (that will be implemented in accordance with developed Roadmap of the project). However, we will test and reconsider them and their priorities again after finishing of Competitor’s Analysis Phase.

Table 5 – Main GSP tries to solve

3 GSP Market Research v.4 19.06.2012 http://www.slideshare.net/VRyzhonkov/global-startup-platformmarket-research-reportventure-lab-2012

Services and Revenue Models

http://www.slideshare.net/VRyzhonkov/global-startup-platformmarket-research-reportventure-lab-2012

http://www.slideshare.net/VRyzhonkov/global-startup-platformmarket-research-reportventure-lab-2012



№ Category of Service

Service name and description Phase of the Implementation (1 – 3)

Revenue Model Customers (who pays money) Comment

1. Funding & Financing

Find VC, Venture Fund, Business Angel service

1 Brokerage, % of the Deal

Startup teams, entrepreneurs through investors

Our company will charge each startup team / entrepreneur for the successful investor’s funding.

2.

Education Startup Education for increasing Knowledge on Entrepreneurship and Entrepreneur's Skills

1 Advertising Startup Teams and Entrepreneurs Advertising will be presented only on the pages of the Platform devoted to the education of startups and entrepreneurs.

3.

Team Building Team building (finding, selection, matching, etc)

1

Community / Donations from the users

or Advertising

Startup Teams and Entrepreneurs


Networking among entrepreneurs, mentors, business angels and investors

1 Community / Donations from the users

Startup Teams, Entrepreneurs, Investors, Mentors

5. Consulting Testing new products and services 1 Freemium

Startup teams, Virtual Incubators, Governmental Institutions

6.

Consulting Develop business strategies 2 Brokerage, % of the Deal or Freemium

Virtual incubators, Startup Teams


"Online database of advices, draft business ideas, predeveloped business plans;


Startup Teams, Entrepreneurs


Cases of best practices, successes, rules, failures, hints and tips. Their analysis.



9.

DataBase of Startup/Business Ideas

Business Models' creation 2 Subscription -> Freemium or Infomediary


Data about consumers and their consumption habits are valuable, especially when that information is carefully analyzed and used to target marketing campaigns. Independently collected data about producers and their products are useful to consumers when



№ Category of Service

Service name and description Phase of the Implementation (1 – 3)

Revenue Model Customers (who pays money) Comment

considering a purchase. Some firms function as infomediaries (information intermediaries) assisting buyers and/or sellers understand a given market.

10. DataBase of Startups

Startup Fair (Buy/Sell a startup) 2 Brokerage, % of the Deal

Investors, Startup Teams, Entrepreneurs

11. DataBase of Startups

Startups' Catalogue 3 Subscription -> Freemium or Infomediary

Startup Teams, Entrepreneurs, Investors


Project Progress Evaluation Tool / Metrics

3 Freemium Startup Teams, Entrepreneurs, Virtual Incubators


Communication Management Tool 3 Freemium Startup Teams, Entrepreneurs


Weekly and Daily Reporting Tool 3 Freemium Startup Teams, Entrepreneurs


Find Mentor 3 Advertising Startup Teams, Entrepreneurs

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Figure 1 – Global Startup Platform Services Matrix

We believe that existing problems dictates following distribution of services that should be implemented within our project. The more important ones for us are:

1. Team Building

2. Education

3. Social Network

4. Consulting

5. Financing / Fund raising

Market Research Report ǀ GSP Team

Copyright ©2012 GSP team. All rights reserved. Prepared by Ryzhonkov Vasily, GSP Team.

Page: 23

Revenue Models in detail

Each of the service will have it’s own revenue model. This will be described in the future versions of the Report.

This part of our project is still under development. The most important challenge here is:

“Is it possible to apply different revenue models in the same web site / platform for different services or not?”

In order to arrive to the answer to this question we should test and find answers for each service to the following questions:

1. How will customers pay you and how much are they willing to pay?

2. Is a subscription model better than a one-time payment?

3. Is it better to rent to them or sell?

4. Does a freemium model make sense and if so, what features will people pay to upgrade for? Run some tests with customers to see what the best revenue model would be.

5. Are you planning to make money through advertising? If so, contact a few potential advertisers and see if they are interested and how much they would pay you.

6. How many users do you need for them to be interested in advertising on your site. Try to think outside of the box and not just rely on advertising-based business models.

7. It's great if you can have a few different potential revenue streams to test out. Are there other ways you might charge for the product or service?

8. Which might yield the most revenue? How do you know?

9. Did you walk through the entire process of how exactly a dollar moves from the customer's hands to the startup?

10. Did the team brainstorm alternative possibilities?

11. If it was a monthly subscription, could they get a few paying subscribers?



Page: 24

12. Are the users and the paying customers different (like for Google)? If so, were both sides tested?

13. If the revenue model is lead generation, did the company actually try to get paid for generating a few leads?

Future Research

Marketing 1. We need to define more carefully profiles of our customers (in

more specific way). 2. We need to define 3 more profiles of customers: Startup Teams,

Governmental Institutions, Physical/Online Incubators 3. Our goals should be established with the SMART4 criteria. 4. We need to establish tools for measuring marketing activities 5. We need to state the ways how we will reach our customers

except entrepreneurs. Distribution

1. Section should be updated Partnerships

1. We need to test our hypotheses for several partners. 2. We need to contact them and understand their needs more

carefully. 3. We need to understand what we could propose them.

Costs, Sales

1. To be updated constantly – on monthly basis. 2. NPV and Payback evaluation should be included

Revenue Model

1. To be reconsidered after accomplishing Competitor’s Analysis. 2. To solve main challenge of our project – could we introduce

several services with different business models.

4 SMART – Specific, Measurable, Achievable, reliable, Timeable



Page: 25

3. To detail all business models we put in the Revenue Model section (how much money could we get, what features could be sold, what not, etc).

4. Many of our models consider Entrepreneurs and Startup Teams as main customers. However, these users aren’t able to pay much. Preliminary research shows that only 30% of the entrepreneurs are willing to pay for the services.

Our revenue model completely linked to the RoadMap of the Services we are going to introduce and develop.

After careful analysis of the services (around 45 different services) we got after Marketing Research we found following basic categories of the services in which our customers are interested in:



Page: 26

About the Team

Vasily Ryzhonkov (Founder and Team Lead) aka the LifeStyler [email protected] Russia, Italy

Mounir El Ogbani (Software Developer) aka The Technophile [email protected] Morocco

Naveen Bagrecha (Universal team member) aka The Wiz-Kid [email protected] India

Pavel Puchenkov (Designer, Software Developer) aka The Schmozer [email protected] Russia, New Zealand

Rajat Pal (Marketing) aka The Brain [email protected] India, UK

Peter Tamer (Marketing, Networking) aka the Showman Egypt

http://venture-lab.org/view_profile/16012

mailto:[email protected]









Page: 27

Version of the Document

1.0 – Draft of the document. 07.07.2012

List of Figures

Figure 1 – Global Startup Platform Services Matrix

List of Tables

Table 1 – Techno parks’ situation in Russia

Table 2 – Partners List of GSP Project

Table 3 – Project Costs

Table 4 – Main Problems GSP tries to solve

Table 5 – Main GSP Services matched with Revenue Models

Global Startup Platform_Business Model Report_2012

Business

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