1. Columbia B7739-002Advanced EntrepreneurshipApril 18,
2012Steve BlankBob Dorf
2. Welcome to Day 3!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 tomorrow (Thursday) please wear your name tags.
Thiswill be a good opportunity to meet your fellow classmates and
the professors over a drinkEach team will have 5 minutes to present
and 3 minutes for Q&AOrder of Presentations1.Pulze 7.TVM
Technologies2.Bakamba 8.Digital Exchange Network3.Kadak
9.YSN4.Factabase 10. Mobile Marketing5.eFood 11. Diagnosly6.Jiae12.
Table Compass13. Social Crowd
3. Take the PULZE of Your Organization Vladimir Baranov,
Jitender Chopra, RiyazHabibbhai, F. Lane Harwell, Daniello
NatoliInterviews: 14
4. Value PropositionsConfirmed Existing Value Propositions:
Bottom Up-EmployeeEngagement, Employee Ownership in Business
Strategy, Low CostSolution to Interim SurveyNew Value
Propositions:1) Template2) Analysis3) Benchmarked Data4)
Gamification for increased end-user engagement
5. Market Size Business Units 100-499 90,386 500-7496,060
750-9993,038 TAM: 151,4901000-14993,044 1500-19991,533 2000-2499904
2500+ 46,525 TAM151,490 Source: US Census,20SAM: 136,384 SAM
estimate was derived by using broadband business usage ratio.
OECDTM: 34,085
6. What we plan to do Day 3? Meet with potential Channel
Partner HR Consultant Create MVP Product Slide to Reconnect with
Original Consultants Research and Test Pricing
7. Customer Contacts Yesterday: 11 (4 hotel concierges & 7
traveler groups)Customer Contacts To Date: 31
AriScottAlexSarahFrancois Michael
8. Number of Online Interviews:50,781Number of Intense,
Intimate, Full- Length, Informative Interviews:31(4 hotel
concierges & 27 travelers)
9. HypothesisResultPeople appear to be moreThe proper price
point for our interested in purchasing ourproduct is
$4.99itineraries at $9.99The majority of people who see50,781 Ad
Impressionsour website will love it, 72 Clicks understand the
offering, and 0 Purchases purchase an itineraryPeople Will Want
Pre-PackagedPeople Want Flexibility andItinerariesDynamic
Itineraries With Options They are not interested in sellingHotel
concierges might beour itineraries. They could, excellent sales
agents / however, be valuable
10. Version 2 EOD April 16th 20121. Itinerary collection
&Bakamba helps touristsGet: PR, digital WOM, SEO, updates have
richer, more SEM, consumer promotions authentic travel Tourists
Content experiences by tappingKeep/ Grow: great customer2.
Marketing / PR Purchasers into the knowledge of service, expand
cities, improve partner offeringsSuppliers: local3. Customer
service localstrendsetters, work inlocals & travelers Save time
planning Revenue sharing &Locals - Contenthospitality,See the
Real Cityrelationship marketing Providersyounger/creative, Filter
based on interestsbloggers, activeEverything in one placeMass
Distributors Mass Distributors parents Content Purchasers Unique
platform for locals Content PurchasersHotel Concierge)Get
itineraries: $$ forexperts to share and Search (SEO/SEM)sales as
well as1. Web developersmonetize their local Social mediaexposure
(blog, video)2. Marketing/PR team knowledge Travel blogs / sites3.
Local expert outreachPotential idea: Provide recommendations and
info Craigslist4. Sales force (low end, Social media in person)to
concierges Local blogsHow: Sell itinerary for $4.99, pay local 20%,
keep 80% gross Fixed costs: upfront development of site and app
margin.How: Sell itinerary for $9.99, pay local 10%, keep 90% gross
Variable costs: talent/people, marketing/advertising,margin.Pricing
tactics: compete between guidebooks & freecompensation of
locals, product iterationsst
11. Next Steps Uncover reason(s) for low conversion rate on
Adwords Feedback from +/-10 or so travelers weve emailed MVP site
access Continue to investigate WTP not set on $9.99 Explore
additional partnership channels Continue to explore hotel concierge
angle Explore the possibility of providing offers or deals within
itineraries Investigate ways to add dynamic / flexible element to
itineraries Try few blog / Facebook posts and check against Adwords
response
12. Authentic Asia TeaTea Your WayTotal Interviews 91: (39
online, 52 in person)Adeem FensterStella ChanRichard JamesShashi
ShrimaliSanjay Bharadwaj Neeraj Lal
13. Tea Lab 04/17/2012 (afternoon) What Key Activities do we
Who are our Keyrequire? Partners? How will we Get, Keep Purchasing
raw materialWhich of our customers Indian stores and Asian Brewing
tea and Grow Customers?problems are we helping Unique, customized
tea, theirstores Setting up retail outlets to solve? way Eventually
tea makersAdvertising, & marketing consumer dont haveWho are
our most Setting up customer feedback Consistent quality Indirect
distribution Increase product varietyimportant customers? channel
and analysis access to quality teathrough -- subway, panda loyalty
program TEA I.D. repeat customers Business development withoutside
the homeexpress word-of-mouth from students health conscious
customers campuses Formula/proportions are Customers looking for a
fun Product mix creation(campuses) Who are our key FP&A
managementoff Tea tasting event to collectnew experience suppliers?
Hiringcustomer feedback (via iPad) Indian store from NJ Which
customer needs What are their Chinese stores from are we
satisfying? archetypes? The IndianChinatown Tea the way I like it
Grocery stores such as The rising teenoutside the home Healthy
parentsWal-mart Tea w/out tea bags Undergrads Restaurant Cool
experience / socialBaby-boomersutensils/hardwareWhat Key Resources
we Through which Channelssuppliers setting for tea do our
Customerrequire? What Job do they want Money Segmentsus to get done
for them? What are we getting What are the Keywant to be reached?
Retail outletsCustom tea their way!from them? Giving Features of
our productTeal lab stores POS system to track sales Fun/unique
ingredients them? that match customers SAP system for accounting
direct-to-home make the tea (incl. picking the Milk, sugar,
Splenda, tea problem/need? best ingredients) License from NY /
Campus taste of our tea (quality)delivery leaves, cups, spices,
education of tea pots/pans approval the availability of tailored
flavor Online cool place to hang out HR for hiring & training
speed of delivery MONEY, more revenue Tea brewing
equipmentConvenienceExperience What are the most important costs
inherent in ourbusiness model?How do we make money? Whats the
revenue model? PricingFixed tactics? Rent Online sales for home
consumption Equipment, furniture and fixtures Data based on the TEA
ID card! Variable Keep the price close to Starbucks thereafter Raw
materials & supplies Never price below breakeven even during
promotion period Employee salaries Find ways to give them discounts
(survey --- buzz discounts)
14. Tea Lab 04/18/2012 What Key Activities do we Who are our
Keyrequire? Partners?How will we Get, Keep Purchasing raw
materialWhich of our customers Indian stores and Asianand Grow
Customers? Brewing teaproblems are we helping Unique, customized
tea, theirstores Setting up retail outlets to solve?way Eventually
tea makers Advertising, & marketing consumer dont have Who are
our most Consistent quality Indirect distributionSetting up
customer feedback Increase product varietyimportant customers?
channel and analysis access to quality teathrough -- subway, panda
loyalty program TEA I.D. repeat customers Business development
withoutside the home health conscious customersexpress
word-of-mouth from students campuses Formula/proportions are
(campuses) Customers looking for a fun Product mix creation Who are
our key FP&A managementoff Tea tasting event to collectnew
experience suppliers? Hiring customer feedback (via iPad) Indian
store from NJ Which customer needsWhat are their Chinese stores
from are we satisfying?archetypes?The IndianChinatown Tea the way I
like it Grocery stores such asThe rising teenoutside the
homeHealthy parentsWal-mart Tea w/out tea bagsUndergrads Restaurant
Cool experience / social Baby-boomersutensils/hardwareWhat Key
Resources weThrough which Channelssuppliers setting for teado our
Customerrequire?What Job do they want MoneySegmentsus to get done
for them? What are we getting What are the Key want to be reached?
Retail outlets Custom tea their way!from them? Giving Features of
our product Teal lab stores POS system to track salesFun/unique
ingredients them? that match customers SAP system for
accountingdirect-to-home make the tea (incl. picking the Milk,
sugar, Splenda, tea problem/need?best ingredients) License from NY
/ Campus taste of our tea (quality) delivery leaves, cups,
spices,education of tea pots/pans approval the availability of
tailored flavor Online cool place to hang out HR for hiring &
training speed of delivery MONEY, more revenue Tea brewing
equipmentConvenienceExperience What are the most important costs
inherent in ourbusiness model? How do we make money? Whats the
revenue model? PricingFixedtactics? Rent Online sales for home
consumption Equipment, furniture and fixtures Data based on the TEA
ID card! Variable Keep the price close to Starbucks thereafter Raw
materials & supplies Never price below breakeven even during
promotion period Employee salaries Find ways to give them discounts
(survey --- buzz discounts)
15. Survey SpotsHarney & SonsArgo Pinkberry
16. TakeawaysConsumersChannelLove the TEA LAB concept TEA LAB
stores (Pinkberry for tea) Solves the tea my way Websitedilemma
Common brand Cool setting! Create Tea ID Builds brand
Environment/setting is key
17. Business HypothesisHypothesisTestsResultsTea the way I like
it Interview & Online66% yesoutside the homeSurveyInterview
& OnlinePeople like to drink tea 64% in storeSurvey at
home(Location)Interview & OnlinePreferred deliver channelOnly
36% exclusivelySurvey Online orderonline
18. Hypothesis TestingHypothesis Tests ResultsPreferred deliver
channel Interview & Online24% delivery home delivery Survey
Preferred deliverInterview & Online channel In store 64% in
storeSurvey Customer would like toExperience is Interview &
Online drink tea in a coolimportant for most of Survey social
settingthem
19. Hypothesis TestingHypothesis TestsResultsThey are willing
to pay up to 4$ for the rightCustomer is willing to Interview &
Onlineteam and in-storepay $2 Surveyexperience. 52% < 2 times
perWe will have frequentInterview & Onlineweek, only 21%
4-6repeat customers Survey times per week
20. Plan for todayExploring Selling TeaId informationnew to
restaurant,customermanufacturerssegmentExploring new Identifying
the price they revenueare willing to paymodel
21. Kadak 04/16/2012 What Key Activities do we Who are our
Keyrequire? Partners?How will we Get, Keep Purchasing raw material
Indian stores and Asian Brewing teaand Grow Customers?stores
Setting up retail outlets Which of our customers Consistent quality
Increase product variety Eventually tea makers Advertising, &
marketingproblems are we helping loyalty program tea card Indirect
distributionSetting up customer feedback to solve? word-of-mouth
from studentsWho are our mostthrough -- subway, panda channel and
analysis consumer have limited access Business development
with(campuses)important customers?expressto authentic Asian tea in
a Tea cart promotion via repeat customers, Asian- campuses Product
mix creation retail formatFacebook or Tweeter immigrants consumers
Who are our key FP&A management Tea tasting event to collect
health conscious customers suppliers? Hiring customer feedback (via
iPad) Indian store from NJWhich customer needs What are their
Chinese stores fromare we satisfying?archetypes?Chinatown Desire to
consume authentic The Indian Grocery stores such asAsian tea
outside home The rising teenWal-mart Healthy parents Restaurant
Undergradsutensils/hardwareWhat Key Resources weWhat are the
KeyThrough which Channels Baby-boomerssuppliers require?Features of
our productdo our Customer Money that match customers SegmentsWhat
Job do they want What are we getting Retail outletsfrom them?
Giving problem/need? want to be reached?us to get done for them?
POS system to track sales make the tea (incl. picking them?taste of
our tea (quality) direct retail SAP system for accounting the
availability of tailored Milk, sugar, Splenda, tea
direct-to-homethe best ingredients) License from NY / Campus flavor
education of tea leaves, cups, spices, approval delivery pots/pans
speed of delivery HR for hiring & training convenience MONEY,
more revenue Tea brewing equipment What are the most important
costs inherent in ourbusiness model?FixedHow do we make money?
Whats the revenue model? Pricing Rent tactics? Equipment, furniture
and fixtures Low Intro promotion price to attract customers($1.99)
Variable Keep the price close to Starbucks thereafter Raw materials
& supplies Never price below breakeven even during promotion
period Employee salaries Find ways to give them discounts (survey
--- buzz discounts)
22. Kadak 04/17/2012 (morning) What Key Activities do we Who
are our Keyrequire? Partners? How will we Get, Keep Purchasing raw
material Indian stores and Asianand Grow Customers? Brewing
teaWhich of our customersstores Setting up retail outletsproblems
are we helping Consistent quality Who are our most Eventually tea
makers Advertising, & marketing Increase product variety
important customers? to solve? loyalty program tea card Indirect
distribution Setting up customer feedbackconsumer have limited
repeat customers, channel and analysis word-of-mouth from
studentsthrough -- subway, panda access to authentic Asian
(campuses) Asian-immigrants Business development withexpress Tea
cart promotion via consumers campusestea in a retail format Who are
our key Product mix creation FP&A management Facebook or
Tweeter Tea tasting event to collect health conscious
suppliers?Which customer needscustomer feedback (via iPad)customers
Hiring Indian store from NJare we satisfying? Chinese stores from X
Desire to consumeWhat are theirChinatown authentic Asian tea
archetypes? Grocery stores such as The IndianWal-martoutside
homeThe rising teen RestaurantWhat are the KeyHealthy
parentsutensils/hardwareWhat Key Resources we Through which
ChannelssuppliersFeatures of our product do our Customer
Undergradsrequire? Moneythat match customers Segments Baby-boomers
What are we getting Retail outletsproblem/need? want to be
reached?from them? Giving POS system to track sales taste of our
tea direct retail/franchise What Job do they want them? SAP system
for accounting (quality) modelus to get done for them? Milk, sugar,
Splenda, tea License from NY / Campus the availability of
direct-to-home make the tea (incl. leaves, cups, spices,
approvaltailored flavor picking the best delivery pots/pans HR for
hiring & training speed of delivery ingredients) MONEY, more
revenue Tea brewing equipmentconvenience education of tea What are
the most important costs inherent in ourbusiness model?Fixed How do
we make money? Whats the revenue model? Pricing Rent tactics?
Equipment, furniture and fixtures Low Intro promotion price to
attract customers($1.99) Variable Keep the price close to Starbucks
thereafter Raw materials & supplies Never price below breakeven
even during promotion period Employee salaries Find ways to give
them discounts (survey --- buzz discounts)
23. TEAM FACTABASEProviding Access to Detailed Industry
Statistics onDeveloping MarketsDay 3: 7 InterviewsM Leong, A
Farfaro, C Bota, P Chadhuri, BAlKahtani
24. DETAILING FACTABASES VALUE PROPOSITION FORCED US TO
THINKABOUT HOW WE DIFFERENTIATE OURSELVES FROM OTHERSWhat is the
Challenges finding detailed industry statistics on
developingProblem?countries (MENA, EE, CCA, Asia, Latin
America)Individuals and companies with a business interest in the
above For Who? areasWhat do they do Limited and general
(high-level) information from World Bank, IMF, today? CIA and other
not for profit sources.Why the problem Multiple sources (30 to 300
per country on average) that are not is so hard to solve? indexed
Multiple formats (mainly PDF) that require lengthy and
cumbersomemanual conversion Not translated How big is the Need is
confirmed by all surveyed potential customers (Size of problem?
Market is to-be-determined)High quality research teams, high
quality data entry, automation How do you do it?and
optimization
25. FACTABASE OFFERS THE MOST COMPREHENSIVE AND DETAILED
DATABASOF INDUSTRY STATISTICS ON DEVELOPING MARKETS AVAILABLESize
of Database (with similar country coverage)Number of Datasets8X30X
Non-ProfitClosest FACTABASE Organizations Competito (World Bank,
IMF, r UN, and all others)
26. OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTSFURTHER
Customer Hypothesis Experiment Finding2 Universities would
beInterview Although there is an interestan interesting segment but
they have low willingnessUniversitiesfor us have a strong to pay,
have a complicatedinterest in subscription sales acquisition
approach andservices.are often very eager to publicize/share the
database which would dilute our earning potential.Consultancies 3
The need for theInterviewResearch departments have(Research
consumer (thean even more enthusiastic Teams) consultants,
analysts, etinterest than the analysts andc..) is shared with
theconsultants in a subscriptioncustomer (the research service and
show highdepartments).willingness to pay.2App developers would App
developers are only Interview App Developers be an
interestinginterested in licensingsegment with API agreements and
almostaccess.never do API deals
27. My Virtual Pantry38 Consumer Interviews (64 total)1 Domain
Expert (2 Total) 1 Potential Partner / Customer(2 Total) Day
3Jyotsna GianluigiKerli Brian Dimita Camilla r
28. Hypotheses Hypotheses and - Tests do?Results Day 2 What did
weWho?1. Save time (finding and delivery) - YES1. Grocery Shopping
and2. Reduce costs (waste, best deals) - NOInventory Management is
3. Diet advisory - not testedan Inconvenient Process 4. Recipes
management &Revised original value recommendations - not tested
proposition & tested new5. More universal than expected
dimensions of service38 End User6. People who cook at home most
pain Interviews (64 Total)2. Restaurants lack robustand reliable
inventory1. Save time (finding and delivery) - NOsystem for keeping
track of Domain expert meeting -2. Reduce costs (waste, best deals)
food and beveragesproduct development for YES - Leakagerapid
scaling applications Online recipes - YESLuigi Castiglione 3.
Service improved(variety, health, time) Founder
doclouisjones.comwith eFood recipe 90% of people would pay for
thedevelopperand dietaryapp when linked to recipes
anddeliverySenior executive meeting 50% dont shop online but would
restaurant inventoryshop online with recipesmanagement company 4.
Inventory tracking inMike Hoffmanna user friendly manner Leakage
20%+ for beverages Principal Bevinco Efficiency - tracking &
ordering Many businesses face pain offer ofSecondary Researcha
meeting on Friday afternoon 5. Consumer base has TECHNOLOGY main
challengevalue for retail supplychain stakeholders Retailers open
APIs Self-tracking community Several apps on diet/recipes
29. Multi-Sided Market ExplanationConsumer Value Proposition
eFood saves us time keeping track of our groceries stock, empowers
smart shopping online and connects our passion for quality food,
healthy lifestyle and efficient grocery shopping, while makingfood
shopping and cooking a fun, social activity at our fingertips
24/7B2B Value Proposition For the online grocery store partners
eFood delivers a powerfulactivation platform allowing for seamless
switching of offline shoppers online, while allowing sales yield to
all customers.For the grocery brands eFood offers cost-effective,
large scale brandand product advertising platform, with instant
purchase functionalityand powerful consumer insight collection
capability
30. Jiae.com: Interest based platform for creative minds in
ChinaTeam: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James
Hagen9 Interviews 2012.04.17 - Day 32 Fashion Bloggers1 Designer 1
End Users4 Companies (Gap, Citibank, Ecolab, Xiwu)1 Google Ad
Expert
31. Business Hypothesis for Community UserBehaviorFashion
Blogger Share / 1000Designers Reblog / 2 millionEnd Users Collect /
50 millionCompanies Sponsor
32. Interview insights From Fashion Blogger Tumblr disrupts
blogging making way easy to use, very attractive for fashion
bloggers Love: auto-format content, auto blogging, clean UI, feed
for repost, easy connect to SNS Does not do well: discovery, auto
posting to multiple platforms WTP 5$/mo for Statistics tools for
data such as fans, blog readers, traffic sources, etc. Revenue
incentive is high, sharing Ads and CPS can motivate them posting
good content Hobby that does not require too much efforts to
maintain can keep blogger using site Pinterest does not attract
creator, who dont find benefit to use. However, 1 blogger uses it
toseparate original content from others by using different boards.
Group Curation is desirable for conference, group projects, design
contest, etc High Influential Blogger with 10 million fans is more
powerful than partnering with SNS Earlyvangelist is those who hacks
the products. Before Tumblr, fashion bloggers hack Content Quality
is extremely important, you dont want bad stuff in the site.
33. Business Hypothesis for Fashion Blogger
34. Interview insights From Companies Bloggers: Some would
choose to advertise through blogger rather than website User
Profile/Demography (general data): Lots of companies are interested
andwilling to pay for the data. Brand Image: Big companies care
more for the quality of website than Ad price Customer Segments:
Companies care more of transforming a whole segments ofusers into
their customers rather than individuals acquisition High Profile
Users: Medium/Small size companies are willing to pay
renownedpeople to their social event Industries: No necessary to
target the company within relevant industry. Bank iswilling to pay
for the discount in community for all their credit card users
35. Business Hypothesis for Companies
36. Business Hypothesis for Designers
37. Day 2 Business Canvas for JiaeDesign SchoolPlatform
Management Photo based nice and1:1 Customer SupportFashion
BloggersMediaCustomer Acquisitionclean SNS platformD-School
Ambassador DesignersGovernment Expanding Reach More TrafficWeb
Partners Find, organized andConsumersCompanies/Brandsshare
inspiration Ideas Companies effectively (Designers) Advertiser Find
jobs/projects (Designers) Showcase Portfolios for FeedbackPlatform
China Photo Related sitesCustomer Base Find Good Designers China
SNS Sites - weibo,Brand (Companies) renren, qq, douban Design
Marketplaces (All Customers)1300 Design SchoolsDesign Message
BoardsJiae.com Platform Costs Advertising Customer Acquisition
Costs Design Marketplace Marketing and Sales CostsFree Interest
Based SNS Platform
38. Day 3 Business Canvas for JiaeFashion Medias Platform
Management Photo based nice and1:1 Customer SupportFashion
BloggersCustomer Acquisitionclean SNS platformDesign SchoolD-School
Ambassador DesignersExpanding Reach More TrafficGovernment Easy to
ShareEnd UsersDesign Associations Statistics ToolConsumersOnline
B2C Partners Find, organized andCompaniesTraffic Partners share
inspiration Ideas Advertising effectively Sponsorship Find
jobs/projects Design Services Showcase portfolios for Click Per
SalesPlatformfeedback big SpaceChina Photo Related sitesCustomer
BaseChina SNS Sites - weibo,Brand Target Ad Spacerenren, qq, douban
Find Good Designers1300 Design Schools Promotion OpportunityDesign
Message Boards Sales Channels Design Marketplaces Jiae.com Platform
Costs Advertising, Sponsorships, Deign Services Customer
Acquisition Costs Click Per Sales , Design Marketplace Marketing
and Sales CostsFreemium Free Interest Based SNS Platform
39. Technology for medical and comfort problems of the
feetAdvanced EntrepreneurshipDay 3 April 18, 2012 TeamBrian Vogt
Doug CarlsonMohamed Maimouni AG Crum 9 additional interviewsGabriel
Giles Total interviewed: 41 end-users Sameer Kotak3 brands
40. Day 2 CanvasTVM TechGet, keep, grow?Activities?Customers
problems?End-users: PR,Partners? CustomerEnd-users: foot branded
captivityShoe mfg.s / Most important?input, IPsweat, hot, cold,
fatiPartners: branders by Men, dress &filings, betague.Convince
ofregionbusiness casual development, , su Partners: unique value
for , developmentppliers differentiation end-users
Archetypes?Suppliers? (1) Sought med Customer needs?Component(2)
UnSought med Comfort, medical / mfg.s, Ventiva(3) Tech comfort
Profitability growthReach segments? Getting? Resources? Product
features? EstablishedTechnology, man Job to get
done?DevelopmentBattery powered partner retailufacturing
Giving?Enable comfortpartner, seed shoe sole outlets (brick &
Differentiationand productivityfundingventilation,
cooling,mortar)and priceheating, massageMaking money & pricing
model? Inherent in our model?$40 mfged, 80 soles, 200 shoes, 400
retail Variable material, mfg overhead400 retail250 retail
41. Day 3 Canvas TVM Tech Partners? Get, keep, grow?
ShoeActivities? MitigateEnd-users: PR, mfg, manufacturi Customer
hyperhidrosisbranded captivity Active Seekersng input,
IPPartners:(1) Sought medLow effort solution filings, betaConvince
ofSuppliers?development, , su unique value for Component ppliers
end-usersmfg.s, VentivaFoot comfort PassiveDiscreteness Sufferers
Getting?(2) UnSought med Technology, Medical
catalogsmanufacturingResources?ReferralsGiving?Development partner,
seed Cool factor ?Tech LoversDifferentiationand pricefundingFoot
comfort3) Tech comfort Established partnerretail outlets Making
money & pricing model?Inherent in our model? $40 mfged, 80
soles, 200 shoes, 400 retail Variable material, mfg overhead400
retail250 retail
42. Market Size Medical (sweat) Hyperhidrosis, 1-3% impaired
General (sweat) comfort, 10-30% problematic $14B global high-tier
dress & business casual 3% total-med SOM volume = 2M pairs,
$500m (to be verified) Additional tech luxury (to be
quantified)
43. Market Segments/Size/SpendActive Passive Sufferers Seekers*
TechLovers Active Treatment Size OOP Cost per treatment
OTC/Topical?$10 - $50/month Oral medications 20%~50-100/month
Botox10%~$300/3months Iontophoresis5% ~200/3months Surgery2% ~15K
(questionable cure rates)*Includes anyone who actively seeks any
aid (OTC/pharmacological/surgical) for problems with feet(hot,
cold, sweaty etc)Includes all others who have some issue with feet
(hot, cold, sweaty) but have yet to seek any aid Includes those who
are attracted to the wow factor of the technology and may buy in
primarily forthat reason, while either being active or passive, or
neither
44. What Have We Learned? HypothesisExperiment ResultsProblem
is recognized; they have a InterviewsPending workaroundPeople may
haveUnclear. Additionaldiscomfort but wont Interviews experiments
requiredadmit it(survey).Appealing product for Interviews
Confirmed. Eyes lit up.tech lovers
46. Next Steps Verify data & hypotheses podiatrist,
dermatologist, foot clinic, sweat-help orgs channels,
reimbursement, sizing, etc Design new experiment to quantify
passive sufferers Meetings with channel partners (designers,
manufacturers) Define marketing campaign
47. Digital Exchange NetworkThe platform for exchanging high
value services andinformation. 36 INTERVIEWSDave Spezzano, Alexey
Okhlopkov, AmyVillari, Steve Alperin, Dmitri Dyakin
48. HYPOTHESIS & RESULTSHypothesisResultCommentsNEED FOR
EXCHANGE OFINCORRECT Many specializedINFORMATIONoutlets How to
valueNEED FOR EXCHANGE OF FAVORS CORRECTfavors ?NEED FOR
DISTRIBUTING CONTENTMAYBETO MARKET MY SERVICEAFFININTY GROUPS
MATTER FORTrust is highlyCORRECT valued UPTAKE KARMA MATTERS IN
THIS Goodwill isBUSINESS CORRECT difficult to value
49. CANVAS 1.1--People havetrouble findingAlumniPeople who
needexpert, reliable, verigroups, Networkihigh qualitySeeding the
highfied information.ng groups, (build information andto
suit..potentiallevelTap communitiesservices and havecommunity,
Softwar--People spendwhite labelalreadytrouble finding it.e huge
amounts ofsevice)transacting offlinedevelopment, busintime
displaying or chaotically Business builders,ess
development,expertise with noOutsourcedsalesmen, anyonetangible
benefitengineering who has everteams,looked for a--A marketplace
toWe get paid toconnection oncematch buyers andincrease
bondsremoved fromsellersbetween their closest circle--Simple easy
waymembers ,make --Velvet rope,--Reduce theto aggregatecrucial
offlineGoodwill,friction to findingpostings about leaky door
policyactivity more Brand, User info, help me getexpertise
--Affinity groupsefficient. AllowPropagation value from what
I--Scoring/rankingmonetization of do for others andfor
reliability.expertise.what I know. ?Scalable marketplace business.
MVPengineering/hosting/design costs are fixed.--Free to join and
use then transactionFeature set build are variable..build to
specfee, listing fee, fee for top tier circles for partners?
50. CANVAS 1.2 CHANGES IN REDAlumni groups,-- HELP
PEOPLENetworkingEXCHANGE --PEOPLE WHOgroups, (build to Seeding the
highACCESS & NEED ACCESS &suit..potential level FAVORS
THATTap communities FAVORS FORwhite label community, SoftwarARE
IMPORTANT. already BUSINESS ORsevice) etransacting offline PERSONAL
USEdevelopment, busin--Help people getor chaoticallyOutsourcedess
development,more benefit from--PEOPLE WHOengineering their
digitalPROMOTEteams,marketing contentTHEIRWe get paid to
BUSINESSincrease bonds--A marketplace to THROUGHbetween match
buyers and CONTENTmembers ,make sellers --Velvetcrucial
offline--Goodwill,--HELP PEOPLErope, leaky door--PEOPLE WHOactivity
more--HIGH LEVEL BUILD TRUSTEDpolicyWANT TOefficient.
AllowACCESSCONNECTIONS--Affinity groups STENGTHENmonetization of?
TIES WITHexpertise. CONNECTIONSScalable marketplace business. MVP
--POINT SYSTEM TO EXCHANGE VALUE &engineering/hosting/design
costs are fixed.GOODWILLFeature set build are variable..build to
spec--Free to join and use then transaction for partners? fee,
listing fee, fee for top tier circles
51. HYPOTHESIS to test next TRUST IS HUGLY IMPORTANT IT IS
POSSIBLE TO EXPAND YOUR NETWORK WITHOUT LOSING TRUST People will be
willing to pay others for favorsPeople will be willing to accept
cash payment for favorsPeople will want to trade favors for favors
(quid pro quo) ratherthan buying/selling favors outrightFor reasons
of good karma and goodwill, people will want to useanother exchange
currency other than cash
52. OTHER FINDINGS --A few examples of extremely high
willingnessto pay for info (financial services, businessschool
counseling
53. YSN: an online platform forconnecting
procurementconsortiums with suppliers Interviews: Ravi Pingli 25 on
Day 2 46 TotalArez Mardoukhi Kevin Woolley Gopi Sukhavasi
54. Business Model Canvas: Day 2Key PartnersKey
ActivitiesValueCustomerCustomerPurchasing SoftwarePropositions
Relationships Segments associationsmarketingBuyers Partnerships
Chain/ Marketing/ sales Find the best with industry Corporate sales
teampossible trade shows Restaurants suppliers for Professional
Chain/ procuringnetwork Corporate goods andHotels services. Sales
One solution to CompaniesKey Resourcesmanage end to Channels
Distributing to Software end source-to- Professional Hotels and
development pay processNetwork Companies team Suppliers Purchasing
Marketing Provide Associations resources platform to Industry reach
target conferences market customersCost StructureRevenue Fixed:
Software development/maintenance Subscription fee will be charged
per seat for each Variable: Marketing/salescustomer The pricing
will be higher for buyers than suppliers
55. Logic for reexamining value proposition On Day 1, we asked
managers of local and independentrestaurants about challenges in
dealing with suppliers Result: they reported low to moderate
problems At the end of Day 1, we planned to pose a similar set
ofquestions to managers of restaurant and hotel chains At the end
of Day 2, we decided to reformulate our valueproposition and ask
general managers and owners oflocal and independent restaurants and
hotels a slightlydifferent set of questions Asking slightly
different questions yielded much differentresults among the same
restaurant segment
56. Business Model Canvas: Day 3Key PartnersKey
ActivitiesValueCustomer Customer Hotel and DevelopPropositions
RelationshipsSegments restaurantonline Buyers Regular Local/
associationsplatform Find bestcustomer independent Independent
Continuoussuppliers forcontactrestaurants (no researchbuyer and
procurement chains) servicessupplier consortiumsLocal/
developmentFacilitateindependent transparencyhotels (no and ease of
chains) useFood, tabletop,Key Resources SuppliersChannelsand bed
linen SoftwareIncreased Outsidesuppliers development visibility
tosalesforce team potential Marketing resources customersCost
Structure Revenue Fixed: Software development/maintenanceAnnual
subscription contract for both buyers and Variable: Marketing/sales
suppliers (~0.5% of consortium revenue) Buyers/suppliers charged to
submit/respond toproposals
57. Business HypothesesHypothesis 1 Test 1Result 1
Local/independent Determine top three sources Hypothesis
acceptedrestaurants would of pain among restaurantrealize cost
savings by owners and managersparticipating in aprocurement
consortium Rate level of pain in variablecost control on scale of 1
to 3Hypothesis 2Test 1Result 2 Local/independent Determine top
three sources Hypothesis uncertainhotels would realizecost savings
byof pain among restaurantowners and managers Further test
necessaryparticipating in aprocurement consortium Rate level of
pain in variablecost control on scale of 1 to 3
58. Findings Almost all interviewees listed cost control among
their top three concerns Cost concerns were described as being a
moderate to high (6.5/10) sourceof anxiety among target restaurant
owners and general managers Cost concerns were described as being a
low to moderate (4.4/10) sourceof anxiety among target hotel owners
and managers Restaurant owners and managers were moderately to
highly interested inprocurement consortium platform, but frequently
noted the complexities thatwould arise (e.g., shared storage, cost
allocation, and delivery costs) Procurement consortiums would have
more of an effect in cutting out themiddlemen than reducing
distributor costsQuotes: "Very interesting. Come back and see me so
that we can discuss further" Glassware is misery for all
restaurants "I think about cost all the time. You cant raise menu
prices at the same rateas costs This would be especially helpful
for service contracts like coffee machines
59. Interviews: 17 restaurants
60. Business Hypothesis Restaurants Hypothesis TestResultsYes,
main issue has to doThere is a marketingwith how to bring new
Interviewsproblem customers without loosingmoney on the existing
onesThey are not satisfied with No, are content withtheir current
marketingInterviews opentable; good reputationefforts &
locationNot willing to do it as aThey could give discounts
todiscount but they could give Interviewsattract new customers free
tokens (i.e. drink,entre)They could be interested in No, either are
big enough torunning their one marketingInterviews have a marketing
guy orcampaignhappy with opentable
61. Business Hypothesis RestaurantsHypothesis TestResults Not
really, they can addressThey would be willing to it by going
directly to thehelp generate a new ratingInterviews customers,
other relay onsite more restaurant friendly their clientele No,
most dont want toThey would be willing to pay open a new channela
monthly fee for a Interviews Could be interested as longmarketing
serviceas it is cheap and based on success
62. Mobile Marketing - Restaurants to reduce Restaurants want
to Key Activities do sales fluctuationsminimize thewe require?-
Restaurants toGet/keep/Grow dependency on Who are our Key Marketing
engage customers Customers? discountersPartners?Campaign- Cheap and
an- Low-cost platform Restaurant want to runOnlinetemplates,
Softwareeffective way of - Mkt Campaign local marketing
advertisement development, relati reaching thecampaign ( 2 mins
review webpages Templates onship building customers breakfast ,
cheap bagel restaurants - Reaching localafter 11am, ) Who are our
key customer (location- Mid pricing level
suppliers?based)restaurants in Telecoms, search- Increase
customersneighborhood areas engines without affectingWhat are
weexisting salesgetting from What Key- Filter incoming them? Giving
Resources we discount infoWhich Channels?- People between 30-them?
require? - Receive restaurant Online, app, loyalty 45 years Message
deliveryPeople, ITinformation programs- People in anservices
Qualityinfrastructure (data (price, quality) if you unknown area
information center) are in an unknown placeFee per marketing
campaign, monthlyImportant costs? Fixed? Variable?subscription fee
Fee based on effectivenessSoftware (technology) development,
(fixed)marketing/sales (variable) Free
63. Diagnose your healthfrom anywhere23 New (32 Total)
InterviewsThomas Jonathan Melissa NinaTim VladimirWednesday Day
3
65. DIAGNOSLY - Yesterday Consumers Convenience of time
Diagnostic and Families (primarilymonitoring device and place Get
customers: Reduced cost for Partnershipsmothers) in theOEMs
R&Dfertility Lab-on-chip OEMs Tech support uninsured or high
Online marketing Health networksdeductible plan Keep +
Grow:testing, pregnancy, a Partner sales &nd early childhood
Testing labssupportsubscribers Quality service and Clinical
research user experience phase Customer supportcompanies Reduced
cost and Online health serviceincreased quality ofDevice
MakersproviderssoftwareMakers of at-home monitors andGetting from
them: Lower costs due to diagnostic devices Hardware to
conductreduced visits, lessdiagnostic tests fraud and Access to
customersPayment process consistent, comprehe Online (direct)
Payers nsive data Industry experts PhysiciansInsurance,
Medicare,Giving them: Engineers and Improved patient Hospitals
Medicaid A platform outcomesdesigners ClinicsMobile connectivity
Earn more money via Providers Data mgmt IP experts focus on higher
value HealthGeneral Integration with online Privacy
expertsproceduresnetworksPractitioners, Midwivhealth ecosystem
Lawyers es, Nurses People (R&D) Tech infrastructure Testing
fees (per test) Customer acquisition Monthly subscriptions
(freemium model) 73
66. DIAGNOSLY - TodayAutomated, Optional Consumers Convenience
of time 24x7 Support Provider and place Families
(primarilysubsequent mothers) in engagement Reduced cost
forAutomated, Optional the fertility Device mfg uninsured or
highSDK Support testing, pregnancy, anddeductible plan early
childhood phase relationshipssubscribers R&DIndirect,
trustedDevice Makers Diagnostic andsupplier Customer Reduced cost
andSmall to medium makersmonitoringof at-home monitors and
supportincreased quality ofdiagnostic devicesdevice OEMs
softwarePayersInsurance, Medicare, Med Insurance Lower costs due
toicaidreduced visits, lessProvidersnetworks Engineers andfraud and
Generalconsistent, comprehePractitioners, Midwives, N
Independentdesignersnsive data Online urses, Officesales reps
Legal/Regulator IndependentManager, Specialists Improved
patient(Pediatricians, OB/GYNs y Knowledge sales reps , vets etc)
(IP, FDA, HIPPA, outcomes Earn more money via Physicians /
Livestock ManagersCattle ranchers, horseetc)focus on higher
valueClinicsfarmersproceduresDrug DevelopersBig Pharma, Biotechs
Testing fees (per test/kit) People (R&D) Customer acquisition
Regulatory & Liability 74
67. Diagnosly Ecosystem Patient Data Captured: Raw data from
blood, urine, saliva samples Medical Devices (OEMs) Raw data from
sensors Symptom descriptions and pictures Demographic data Location
Health HistoryPatientsPayersDIAGNOSLY PLATFORM Laboratory Testing
Services (3rd Party)PhysiciansCloud & DataServices Analysis of
raw diagnostic data Phone, Tablet, and Illness and disease
detection Web Applications DNA analysis Risk assessmentResearchers
Admin & Reporting Dashboard: Monitoring and diagnostic history
Aggregated lab resultsOnline Health Services (3rd Party) Alerts and
reminders Electronic Health Records (EHR) Advanced data analytics
Health Service Provider Network Analysis of treatment efficacy
Billing and Insurance Personalized health content and Appointment
scheduling service recommendations Pharmacy Virtual
appointmentsCONFIDENTIAL 75
68. Interviews SAYING NEW INSIGHTS Every geek team has their
own Potential negative reaction from deviceproprietary app!
manufacturers regarding data sharing Lost a lot of time and money
in this space and recall knowledgebecause we were too early
Specialists and GPs seem amenable so Patients never do what they
say they willlong as does not negatively effect cashdo flow,
physician time, patient care. We have important IP around our GPs
get paid to analyze patient dataonline data portal DOING
CONCLUSIONS Competitors see value in the device Appears that enough
devices areagnostic portal/data system, etc. available to make
pregnancy / pediatric Insurance companies are willing to pay
forviable but may not be easily digitizedpreventative monitoring
for very specific and providers are concerned aboutchronic
diseasesparents administering them correctly Ped mom keeps
self-made kit at home Opportunity exists for chronic disease ER
hospitals funding primary care clinics prevention testing and data
collectionin low income areas to reduce ER costs76
69. Possible livestock/veterinary segment: overview Market
research INSIGHTS US pet Care market $29B and growing Small farmers
could benefit from self- $4B annual spend on livestock
healthadministered diagnostic tests Globalization and international
trade Large ranchers might benefit more fromdriving improvements in
veterinaryautomated remote health monitoring diagnostics and
testing (e.g. Pet owners willing to spend on beloved food, feed,
and animals).pets, but lack confidence due to expertiseProposed
solutionSAYING Small farmer: I know my animals, I know ifI need to
call the vet, I dont need anygadgets Diagnosly Horse rancher: I
could spend anywhere Platformfrom $300 to $30K on a vet visit for
myhorse! I wish I could know better if my dog issick77
70. Possible Big Pharma/Biotech segment: overviewMarket
research INSIGHTS Cost of bringing new drug to market: $1.2B Pharma
doesnt want to develop these Most drugs fail at late stagetypes of
platforms themselves, want: Need for automated substitutes for: 3rd
party validation Human clinical trials industry standardization
Animal testing FDA buy-in Academics more comfortable with prototype
systems, less excited about automationSolution overview SAYINGDrug
Predicting toxicity is a trillion dollar app! This could be hugely
disruptive Very few people can connect all these dots together+ I
would only be interested in this data if Researchers the FDA will
take it seriously Automated human tissue studies 78
71. Tuesday Hypotheses HYPOTHESIS TEST RESULT1 Small device
manufacturers Mixed results, some willwould be willing to use 3rd
Interviews but also some will not.party software, if its free2
Small device companieswill be more willing to Interviews
Validatedpartner than larger ones3 Bill physician a fee as a %
Industry experts andof insurance / Medicare /Medicaid payments we
Interviewsproviders indicate so but not confirmed with
payersfacilitate 79
