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. 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
Order of Presentations
1. Pulze 7. TVM Technologies
2. Bakamba 8. Digital Exchange Network
3. Kadak 9. YSN
4. Factabase 10. Mobile Marketing
5. eFood 11. Diagnosly
6. Jiae 12. Table Compass
13. Social Crowd
3. Take the PULZE of Your
Organization
Vladimir Baranov, Jitender Chopra, Riyaz
Habibbhai, F. Lane Harwell, Daniello Natoli
Interviews: 14
4. Value Propositions
Confirmed Existing Value Propositions: Bottom Up-Employee
Engagement, Employee Ownership in Business Strategy, Low Cost
Solution to Interim Survey
New Value Propositions:
1) Template
2) Analysis
3) Benchmarked Data
4) Gamification for increased end-user engagement
5. Market Size
Business Units
100-499 90,386
500-749 6,060
750-999 3,038
TAM: 151,490 1000-1499 3,044
1500-1999 1,533
2000-2499 904
2500+ 46,525
TAM 151,490
Source: US Census,20
SAM: 136,384
SAM estimate was
derived by using
broadband business
usage ratio. OECD
TM: 34,085
6.
7.
8.
9. 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
10. Customer Contacts Yesterday: 11 (4 hotel concierges & 7 traveler groups)
Customer Contacts To Date: 31
Ari Scott Alex Sarah Francois Michael
11. Number of “Online Interviews”:
50,781
Number of Intense, Intimate, Full-
Length, Informative Interviews:
31
(4 hotel concierges & 27 travelers)
12.
13. Hypothesis Result
People appear to be more
The proper price point for our
interested in purchasing our
product is $4.99
itineraries at $9.99
The majority of people who see
50,781 Ad Impressions
our website will love it,
72 Clicks
understand the offering, and
0 Purchases
purchase an itinerary
People Will Want Pre-Packaged People Want Flexibility and
Itineraries Dynamic Itineraries With Options
They are not interested in selling
Hotel concierges might be our itineraries. They could,
excellent sales agents / however, be valuable
14. Version 2 – EOD April 16th 2012
1. Itinerary collection & Bakamba helps tourists Get: PR, digital WOM, SEO,
updates have richer, more SEM, consumer promotions
authentic travel Tourists – Content
experiences by tapping Keep/ Grow: great customer
2. Marketing / PR Purchasers
into the knowledge of service, expand cities,
improve partner offerings
Suppliers: local 3. Customer service – locals
trendsetters, work in locals & travelers Save time planning Revenue sharing & Locals - Content
hospitality, See the “Real” City relationship marketing Providers
younger/creative, Filter based on interests
bloggers, active Everything in one place
Mass Distributors –
Mass Distributors –
parents Content Purchasers
Unique platform for locals Content Purchasers
Hotel Concierge)
Get itineraries: $$ for experts to share and • Search (SEO/SEM)
sales as well as 1. Web developers monetize their local • Social media
exposure (blog, video) 2. Marketing/PR team knowledge • Travel blogs / sites
3. Local expert
outreach Potential idea: Provide
recommendations and info • Craigslist
4. Sales force (low end, • Social media
in person) to concierges
• Local blogs
How: 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 & free
compensation of locals, product iterations st
15. Next Steps
– Uncover reason(s) for low conversion rate on Adwords
– Feedback from +/-10 or so travelers we’ve 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
16. Authentic Asia Tea Tea Your Way
Total Interviews 91:
(39 online, 52 in person)
Adeem Fenster Stella Chan Richard James
Shashi Shrimali Sanjay Bharadwaj Neeraj Lal
17. Tea Lab – 04/17/2012 (afternoon)
What Key Activities do we
Who are our Key require?
Partners? •
How will we Get, Keep
Purchasing raw material Which of our customer’s
• Indian stores and Asian • Brewing tea and Grow Customers?
problems are we helping • Unique, customized tea, their
stores • Setting up retail outlets to solve?
• way
• Eventually tea makers Advertising, & marketing
• consumer don’t have Who are our most
• Setting up customer feedback • Consistent quality
• Indirect distribution • Increase product variety important customers?
channel and analysis access to quality tea
through -- subway, panda • loyalty program TEA I.D. • repeat customers
• Business development with outside the home
express • 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 management off • Tea tasting event to collect new experience
suppliers? • Hiring customer feedback (via iPad)
• Indian store from NJ Which customer needs What are their
• Chinese stores from are we satisfying? archetypes?
• The Indian
Chinatown • Tea the “way I like it”
• Grocery stores such as • The rising teen
outside the home • Healthy parents
Wal-mart • Tea w/out tea bags • Undergrads
• Restaurant •
• Cool experience / social Baby-boomers
utensils/hardware What Key Resources we Through which Channels
suppliers setting for tea do our Customer
require? What Job do they want
• Money Segments us 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 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 equipment • Convenience
• Experience
What are the most important costs inherent in our
business model? How do we make money? What’s the revenue model? Pricing
Fixed 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)
18. Tea Lab – 04/18/2012
What Key Activities do we
Who are our Key require?
Partners? How will we Get, Keep
• Purchasing raw material Which of our customer’s
• Indian stores and Asian •
and Grow Customers?
Brewing tea problems are we helping • Unique, customized tea, their
stores • Setting up retail outlets to solve? way
• Eventually tea makers • Advertising, & marketing
• consumer don’t have Who are our most
• • Consistent quality
• Indirect distribution Setting up customer feedback
• Increase product variety important customers?
channel and analysis access to quality tea
through -- subway, panda • loyalty program TEA I.D. • repeat customers
• Business development with outside the home • health conscious customers
express • word-of-mouth from students
campuses • Formula/proportions are (campuses) • Customers looking for a fun
• Product mix creation
Who are our key • FP&A management
off • Tea tasting event to collect new experience
suppliers? • Hiring customer feedback (via iPad)
• Indian store from NJ Which customer needs What are their
• Chinese stores from are we satisfying? archetypes?
• The Indian
Chinatown • Tea the “way I like it”
• Grocery stores such as • The rising teen
outside the home • Healthy parents
Wal-mart • Tea w/out tea bags • Undergrads
• Restaurant •
• Cool experience / social Baby-boomers
utensils/hardware What Key Resources we Through which Channels
suppliers setting for tea do our Customer
require? What Job do they want
• Money Segments us 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 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 equipment • Convenience
• Experience
What are the most important costs inherent in our
business model? How do we make money? What’s the revenue model? Pricing
Fixed 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)
20. Takeaways
Consumers Channel
•Love the TEA LAB concept • TEA LAB stores (Pinkberry for tea)
• Solves the “tea my way” • Website
dilemma • Common brand
• Cool setting! • Create Tea ID
• Builds brand
• Environment/setting is key
21. Business Hypothesis
Hypothesis Tests Results
Tea the way I like it Interview & Online
66% yes
outside the home Survey
Interview & Online
People like to drink tea 64% in store
Survey
at home(Location)
Interview & Online
Preferred deliver channel Only 36% exclusively
Survey
– Online order online
22. Hypothesis Testing
Hypothesis Tests Results
Preferred deliver channel Interview & Online
24% delivery
– home delivery Survey
Preferred deliver
Interview & Online
channel – In store 64% in store
Survey
Customer would like to Experience is
Interview & Online
drink tea in a cool important for most of
Survey
social setting them
23. Hypothesis Testing
Hypothesis Tests Results
They are willing to pay
up to 4$ for the right
Customer is willing to Interview & Online
team and in-store
pay $2 Survey
experience.
52% < 2 times per
We will have frequent Interview & Online week, only 21% 4-6
repeat customers Survey times per week
24. Plan for today
Exploring • Selling TeaId information
new to restaurant,
customer manufacturers
segment
Exploring
new • Identifying the price they
revenue are willing to pay
model
25. Kadak – 04/16/2012
What Key Activities do we
Who are our Key require?
Partners? How will we Get, Keep
• Purchasing raw material
• Indian stores and Asian • Brewing tea
and Grow Customers?
stores • Setting up retail outlets Which of our customer’s • Consistent quality
• Increase product variety
• Eventually tea makers • Advertising, & marketing problems are we helping
• • loyalty program tea card
• Indirect distribution Setting up customer feedback to solve? • word-of-mouth from students Who are our most
through -- subway, panda channel and analysis • consumer have limited access
• Business development with (campuses) important customers?
express to authentic Asian tea in a • Tea cart promotion via • repeat customers, Asian-
campuses
• Product mix creation
retail format Facebook 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 NJ Which customer needs What are their
• Chinese stores from are we satisfying? archetypes?
Chinatown • Desire to consume authentic • The Indian
• Grocery stores such as Asian tea outside home • The rising teen
Wal-mart
• Healthy parents
• Restaurant
• Undergrads
utensils/hardware What Key Resources we What are the Key Through which Channels • Baby-boomers
suppliers require? Features of our product do our Customer
• Money that match customers Segments What Job do they want
What are we getting • Retail outlets
from 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-home the 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 our
business model?
Fixed How do we make money? What’s 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)
26. Kadak – 04/17/2012 (morning)
What Key Activities do we
Who are our Key require?
Partners? How will we Get, Keep
• Purchasing raw material
• Indian stores and Asian and Grow Customers?
• Brewing tea Which of our customer’s
stores • Setting up retail outlets problems 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 feedback
• consumer have limited repeat customers,
channel and analysis • word-of-mouth from students
through -- subway, panda access to authentic Asian (campuses) Asian-immigrants
• Business development with
express • Tea cart promotion via consumers
campuses tea 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 needs customer feedback (via iPad) customers
• Hiring
• Indian store from NJ are we satisfying?
• Chinese stores from • X Desire to consume What are their
Chinatown authentic Asian tea archetypes?
• Grocery stores such as • The Indian
Wal-mart outside home
• The rising teen
• Restaurant
What are the Key • Healthy parents
utensils/hardware What Key Resources we Through which Channels
suppliers Features of our product do our Customer
• Undergrads
require?
• Money that match customers Segments • Baby-boomers
What are we getting • Retail outlets problem/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) model us 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, approval tailored flavor picking the best
delivery
pots/pans • HR for hiring & training • speed of delivery ingredients)
• MONEY, more revenue • Tea brewing equipment • convenience • education of tea
What are the most important costs inherent in our
business model?
Fixed How do we make money? What’s 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)
27. TEAM FACTABASE
Providing Access to Detailed Industry Statistics on
Developing Markets
Day 3: 7 Interviews
M Leong, A Farfaro, C Bota, P Chadhuri, B
AlKahtani
28. DETAILING FACTABASE’S VALUE PROPOSITION FORCED US TO THINK
ABOUT HOW WE DIFFERENTIATE OURSELVES FROM OTHERS
What is the Challenges finding detailed industry statistics on developing
Problem? countries (MENA, EE, CCA, Asia, Latin America)
Individuals and companies with a business interest in the above
For Who? areas
What 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 cumbersome
manual 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
29. FACTABASE OFFERS THE MOST COMPREHENSIVE AND DETAILED DATABAS
OF INDUSTRY STATISTICS ON DEVELOPING MARKETS AVAILABLE
Size of Database (with similar country coverage)
Number of Datasets
8X
30X
Non-Profit Closest FACTABASE
Organizations Competito
(World Bank, IMF, r
UN, and all others)
30. OUR INTERVIEWS HELPED US FOCUS OUR CUSTOMER SEGMENTS
FURTHER
Customer Hypothesis Experiment Finding
2 Universities would be Interview Although there is an interest
an interesting segment but they have low willingness
Universities
for us have a strong to pay, have a complicated
interest in subscription sales acquisition approach and
services. are often very eager to
publicize/share the database
which would dilute our earning
potential.
Consultancies 3 The need for the Interview Research departments have
(Research consumer (the an even more enthusiastic
Teams) consultants, analysts, et interest than the analysts and
c..) is shared with the consultants in a subscription
customer (the research service and show high
departments). willingness to pay.
2
App developers would App developers are only
Interview
App Developers be an interesting interested in licensing
segment with API agreements and almost
access. never do API deals
31.
32.
33. My Virtual Pantry
38 Consumer Interviews (64 total)
1 Domain Expert (2 Total)
1 Potential Partner / Customer(2 Total)
Day 3
Jyotsna Gianluigi Kerli Brian Dimita Camilla
r
34. Hypotheses
Hypotheses and - Tests do?
Results Day 2 What did we Who?
1. Save time (finding and delivery) - YES
1. Grocery Shopping and
2. Reduce costs (waste, best deals) - NO
Inventory Management is 3. Diet advisory - …not tested
an Inconvenient Process 4. Recipes management &
Revised original value
recommendations - … not tested proposition & tested new
5. More universal than expected dimensions of service 38 End User
6. People who cook at home most pain Interviews (64 Total)
2. Restaurants lack robust
and reliable inventory
1. Save time (finding and delivery) - NO
system for keeping track of Domain expert meeting -
2. Reduce costs (waste, best deals) –
food and beverages product development for
YES - Leakage
rapid scaling applications
• Online recipes - YES Luigi Castiglione
• 3. Service improved
(variety, health, time) Founder doclouisjones.com
with – eFood recipe
• 90% of people would pay for the developper
and dietary
app when linked to recipes and
delivery Senior executive meeting
• 50% don’t shop online but would restaurant inventory
shop online with recipes management company
• 4. Inventory tracking in Mike Hoffmann
a user friendly manner • Leakage 20%+ for beverages Principal Bevinco
• Efficiency - tracking & ordering
• Many businesses face pain offer of Secondary Research
a meeting on Friday afternoon
• 5. Consumer base has • TECHNOLOGY main challenge
value for retail supply
chain stakeholders
• Retailers' open APIs
• “Self-tracking” community
• Several apps on diet/recipes
35. Multi-Sided Market Explanation
Consumer 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 making
food shopping and cooking a fun, social activity at our fingertips 24/7
B2B Value Proposition
For the online grocery store partners eFood delivers a powerful
activation 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 brand
and product advertising platform, with instant purchase functionality
and powerful consumer insight collection capability
36.
37.
38. Jiae.com: Interest based platform for creative minds in China
Team: Deymon Chen, Yu Guo(Hugh), Mathias Rosenthal, James Hagen
9 Interviews
2012.04.17 - Day 3
2 Fashion Bloggers
1 Designer
1 End Users
4 Companies (Gap, Citibank, Ecolab, Xiwu)
1 Google Ad Expert
39. Business Hypothesis for Community User
Behavior
Fashion Blogger Share / 1000
Designers Reblog / 2 million
End Users Collect / 50 million
Companies Sponsor
40. 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 don’t find benefit to use. However, 1 blogger uses it to
separate 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 don’t want bad stuff in the site.
42. 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 and
willing 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 of
users into their customers rather than individuals acquisition
• High Profile Users: Medium/Small size companies are willing to pay renowned
people to their social event
• Industries: No necessary to target the company within relevant industry. Bank is
willing to pay for the discount in community for all their credit card users
45. Day 2 Business Canvas for Jiae
•Design School •Platform Management • Photo based nice and •1:1 Customer Support •Fashion Bloggers
•Media •Customer Acquisition clean SNS platform
•D-School Ambassador •Designers
•Government •Expanding Reach • More Traffic
•Web Partners • Find, organized and •Consumers
•Companies/Brands share inspiration Ideas •Companies
effectively (Designers) •Advertiser
• Find jobs/projects
(Designers)
• Showcase Portfolios for
Feedback
•Platform •China Photo Related sites
•Customer Base • Find Good Designers •China SNS Sites - weibo,
•Brand (Companies) renren, qq, douban
• Design Marketplaces
(All Customers) •1300 Design Schools
•Design Message Boards
•Jiae.com
Platform Costs Advertising
Customer Acquisition Costs Design Marketplace
Marketing and Sales Costs
Free Interest Based SNS Platform
46. Day 3 Business Canvas for Jiae
•Fashion Medias •Platform Management • Photo based nice and •1:1 Customer Support •Fashion Bloggers
•Customer Acquisition clean SNS platform
•Design School •D-School Ambassador •Designers
•Expanding Reach • More Traffic
•Government
• Easy to Share •End Users
•Design Associations
• Statistics Tool Consumers
•Online B2C Partners
• Find, organized and Companies
•Traffic Partners
share inspiration Ideas • Advertising
effectively • Sponsorship
• Find jobs/projects • Design Services
• Showcase portfolios for • Click Per Sales
•Platform feedback， big Space
•China Photo Related sites
•Customer Base •China SNS Sites - weibo,
•Brand • Target Ad Space renren, qq, douban
• Find Good Designers
•1300 Design Schools
• Promotion Opportunity
•Design 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 Costs
Freemium Free Interest Based SNS Platform
47. Technology for medical and comfort problems of the feet
Advanced
Entrepreneurship
Day 3
April 18, 2012
Team
Brian Vogt
Doug Carlson
Mohamed Maimouni
AG Crum
9 additional interviews Gabriel Giles
Total interviewed: 41 end-users Sameer Kotak
3 brands
48. Day 2 Canvas TVM Tech
Get, keep, grow?
Activities? Customer’s problems? End-users: PR,
Partners?
Customer End-users: foot branded captivity
Shoe mfg.'s / Most important?
input, IP sweat, hot, cold, fati Partners:
branders by Men, dress &
filings, beta gue. Convince of
region business casual
development, , su Partners: unique value for
, development
ppliers differentiation end-users Archetypes?
Suppliers? (1) Sought med
Customer needs?
Component (2) UnSought med
Comfort, medical /
mfg.'s, Ventiva (3) Tech „comfort‟
Profitability growth
Reach segments?
Getting?
Resources?
Product features? Established
Technology, man Job to get done?
Development Battery powered partner retail
ufacturing Giving? Enable comfort
partner, seed shoe sole outlets (brick &
Differentiation and productivity
funding ventilation, cooling, mortar)
and price
heating, massage
Making money & pricing model?
Inherent in our model? $40 mfg‟ed, 80 soles, 200 shoes, 400 retail
Variable material, mfg overhead 400 retail
250 retail
49. Day 3 Canvas TVM Tech
Partners? Get, keep, grow?
Shoe Activities? •Mitigate End-users: PR,
mfg, manufacturi Customer hyperhidrosis branded captivity Active Seekers
ng input, IP Partners: (1) Sought med
•Low effort solution
filings, beta Convince of
Suppliers? development, , su unique value for
Component ppliers end-users
mfg.'s, Ventiva
•Foot comfort Passive
•Discreteness Sufferers
Getting?
(2) UnSought med
Technology,
•Medical catalogs
manufacturing
Resources?
•Referrals
Giving? Development
partner, seed •Cool factor ? Tech Lovers
Differentiation
and price funding •Foot comfort 3) Tech „comfort‟
Established partner
retail outlets
Making money & pricing model?
Inherent in our model? $40 mfg‟ed, 80 soles, 200 shoes, 400 retail
Variable material, mfg overhead 400 retail
250 retail
50. 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)
51. Market Segments/Size/Spend
Active Passive Sufferers
Seekers* ±
Tech
Lovers
Ұ
Active Treatment Size OOP Cost per treatment
OTC/Topical ? $10 - $50/month
Oral medications 20% ~50-100/month
Botox 10% ~$300/3months
Iontophoresis 5% ~200/3months
Surgery 2% ~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
Ұ Includes those who are attracted to the “wow” factor of the technology and may buy in primarily for
that reason, while either being active or passive, or neither
52. What Have We Learned?
Hypothesis Experiment Results
Problem is recognized;
they have a Interviews Pending
workaround
People may have Unclear. Additional
discomfort but won’t Interviews experiments required
admit it (survey).
Appealing product for
Interviews Confirmed. Eyes lit up.
tech lovers
54. 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
55. Digital Exchange Network
The platform for exchanging high value services and
information.
36 INTERVIEWS
Dave Spezzano, Alexey Okhlopkov, Amy
Villari, Steve Alperin, Dmitri Dyakin
56. HYPOTHESIS & RESULTS
Hypothesis Result Comments
NEED FOR EXCHANGE OF INCORRECT Many specialized
INFORMATION outlets
How to value
NEED FOR EXCHANGE OF FAVORS CORRECT favors ?
NEED FOR DISTRIBUTING CONTENT MAYBE
TO MARKET MY SERVICE
AFFININTY GROUPS MATTER FOR Trust is highly
CORRECT valued
UPTAKE
KARMA MATTERS IN THIS Goodwill is
BUSINESS… CORRECT difficult to value
57. CANVAS 1.1
--People have
trouble finding
Alumni People who need
expert, reliable, veri
groups, Networki high quality
Seeding the high fied information.
ng groups, (build information and
to suit..potential level Tap communities services and have
community, Softwar --People spend
white label already trouble finding it.
e huge amounts of
sevice) transacting offline
development, busin time displaying
or chaotically Business builders,
ess development, expertise with no
Outsourced salesmen, anyone
tangible benefit
engineering who has ever
teams, looked for a
--A marketplace to
We get paid to connection once
match buyers and
increase bonds removed from
sellers
between their closest circle
--Simple easy way
members ,make --Velvet rope, --Reduce the
to aggregate
crucial offline Goodwill, friction to finding
postings about leaky door policy
activity more Brand, User info, help me get
expertise --Affinity groups
efficient. Allow Propagation value from what I
--Scoring/ranking
monetization of do for others and
for reliability.
expertise. what I know.
?
Scalable marketplace business. MVP
engineering/hosting/design costs are fixed. --Free to join and use– then transaction
Feature set build are variable..build to spec fee, listing fee, fee for top tier circles
for partners?
58. CANVAS 1.2 CHANGES IN RED
Alumni groups, -- HELP PEOPLE
Networking EXCHANGE --PEOPLE WHO
groups, (build to Seeding the high ACCESS & NEED ACCESS &
suit..potential level FAVORS THAT Tap communities FAVORS FOR
white label community, Softwar ARE IMPORTANT. already BUSINESS OR
sevice) e transacting offline PERSONAL USE
development, busin --Help people get or chaotically
Outsourced ess development, more benefit from --PEOPLE WHO
engineering their digital PROMOTE
teams, marketing content THEIR
We get paid to BUSINESS
increase bonds --A marketplace to THROUGH
between match buyers and CONTENT
members ,make sellers --Velvet
crucial offline --Goodwill, --HELP PEOPLE rope, leaky door --PEOPLE WHO
activity more --HIGH LEVEL BUILD TRUSTED policy WANT TO
efficient. Allow ACCESS CONNECTIONS --Affinity groups STENGTHEN
monetization of ? TIES WITH
expertise. CONNECTIONS
Scalable marketplace business. MVP --POINT SYSTEM TO EXCHANGE VALUE &
engineering/hosting/design costs are fixed. GOODWILL
Feature set build are variable..build to spec --Free to join and use– then transaction
for partners? fee, listing fee, fee for top tier circles
59. 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 favors
People will be willing to accept cash payment for favors
People will want to trade favors for favors (quid pro quo) rather
than buying/selling favors outright
For reasons of good karma and goodwill, people will want to use
another exchange currency other than cash
60. OTHER FINDINGS
• --A few examples of extremely high willingness
to pay for info (financial services, business
school counseling
61. YSN: an online platform for
connecting procurement
consortiums with suppliers
Interviews:
Ravi Pingli
25 on Day 2
46 Total
Arez Mardoukhi
Kevin Woolley
Gopi Sukhavasi
62. Business Model Canvas: Day 2
Key Partners Key Activities Value Customer Customer
• Purchasing • Software Propositions Relationships Segments
associations marketing Buyers • Partnerships • Chain/
• Marketing/ sales • Find the best with industry Corporate
sales team possible trade shows Restaurants
suppliers for • Professional • Chain/
procuring network Corporate
goods and Hotels
services. • Sales
• One solution to Companies
Key Resources manage end to Channels Distributing to
• Software end source-to- • Professional Hotels and
development pay process Network Companies
team Suppliers • Purchasing
• Marketing • Provide Associations
resources platform to • Industry
reach target conferences
market
customers
Cost Structure Revenue
• Fixed: Software development/maintenance • Subscription fee will be charged per seat for each
• Variable: Marketing/sales customer
• The pricing will be higher for buyers than
suppliers
63. Logic for reexamining value proposition
• On Day 1, we asked managers of local and independent
restaurants 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 of
questions to managers of restaurant and hotel chains
• At the end of Day 2, we decided to reformulate our value
proposition and ask general managers and owners of
local and independent restaurants and hotels a slightly
different set of questions
• Asking slightly different questions yielded much different
results among the same restaurant segment
64. Business Model Canvas: Day 3
Key Partners Key Activities Value Customer Customer
• Hotel and • Develop Propositions Relationships Segments
restaurant online Buyers • Regular • Local/
associations platform • Find best customer independent
• Independent • Continuous suppliers for contact restaurants (no
research buyer and procurement chains)
services supplier
consortiums • Local/
development
• Facilitate independent
transparency hotels (no
and ease of chains)
use • Food, tabletop,
Key Resources Suppliers Channels and bed linen
• Software • Increased • Outside suppliers
development visibility to salesforce
team
potential
• Marketing
resources customers
Cost Structure Revenue
• Fixed: Software development/maintenance • Annual subscription contract for both buyers and
• Variable: Marketing/sales suppliers (~0.5% of consortium revenue)
• Buyers/suppliers charged to submit/respond to
proposals
65. Business Hypotheses
Hypothesis 1 • Test 1 Result 1
• Local/independent • Determine top three sources • Hypothesis accepted
restaurants would of pain among restaurant
realize cost savings by owners and managers
participating in a
procurement consortium
• Rate level of pain in variable
cost control on scale of 1 to 3
Hypothesis 2 Test 1 Result 2
• Local/independent • Determine top three sources • Hypothesis uncertain
hotels would realize
cost savings by
of pain among restaurant
owners and managers
• Further test necessary
participating in a
procurement consortium
• Rate level of pain in variable
cost control on scale of 1 to 3
66. 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) source
of anxiety among target restaurant owners and general managers
• Cost concerns were described as being a low to moderate (4.4/10) source
of anxiety among target hotel owners and managers
• Restaurant owners and managers were moderately to highly interested in
procurement consortium platform, but frequently noted the complexities that
would arise (e.g., shared storage, cost allocation, and delivery costs)
• Procurement consortiums would have more of an effect in cutting out the
middlemen than reducing distributor costs
Quotes:
• "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 can't raise menu prices at the same rate
as costs”
• “This would be especially helpful for service contracts like coffee machines”
68. Business Hypothesis Restaurants
Hypothesis Test Results
Yes, main issue has to do
There is a marketing with how to bring new
Interviews
problem customers without loosing
money on the existing ones
They are not satisfied with No, are content with
their current marketing Interviews opentable; good reputation
efforts & location
Not willing to do it as a
They could give discounts to discount but they could give
Interviews
attract new customers free tokens (i.e. drink,
entrée)
They could be interested in No, either are big enough to
running their one marketing Interviews have a marketing guy or
campaign happy with opentable
69. Business Hypothesis Restaurants
Hypothesis Test Results
Not really, they can address
They would be willing to
it by going directly to the
help generate a new rating Interviews
customers, other relay on
site more restaurant friendly
their clientele
No, most don’t want to
They would be willing to pay open a new channel
a monthly fee for a Interviews Could be interested as long
marketing service as it is cheap and based on
success
70. Mobile Marketing
- Restaurants to reduce Restaurants want to
Key Activities do sales fluctuations minimize the
we require? - Restaurants to Get/keep/Grow dependency on
Who are our Key Marketing engage customers Customers? discounters
Partners? Campaign - Cheap and an - Low-cost platform Restaurant want to run
Online templates, Software effective way of - Mkt Campaign local marketing
advertisement development, relati reaching the campaign ( 2 mins
review webpages Templates
onship building customers breakfast , cheap bagel
restaurants - Reaching local after 11am, …)
Who are our key customer (location - Mid pricing level
suppliers? based) restaurants in
Telecoms, search - Increase customers neighborhood areas
engines without affecting
What are we existing sales
getting from What Key - Filter incoming
them? Giving Resources we “discount” info Which Channels? - People between 30-
them? require? - Receive restaurant Online, app, loyalty 45 years
Message delivery People, IT information programs - People in an
services Quality infrastructure (data (price, quality) if you unknown area
information center) are in an unknown
place
Fee per marketing campaign, monthly
Important costs? Fixed? Variable? subscription fee Fee based on effectiveness
Software (technology) development, (fixed)
marketing/sales (variable)
Free
71. Diagnose your health
from anywhere
23 New (32 Total) Interviews
Thomas Jonathan Melissa Nina Tim Vladimir
Wednesday – Day 3
73. DIAGNOSLY - Yesterday
Consumers
• Convenience of time
• Diagnostic and Families (primarily
monitoring device
and place Get customers:
• Reduced cost for • Partnerships mothers) in the
OEMs • R&D fertility
• Lab-on-chip OEMs • Tech support uninsured or high • Online marketing
• Health networks deductible plan Keep + Grow: testing, pregnancy, a
• Partner sales & nd early childhood
• Testing labs support subscribers • Quality service and
• Clinical research • user experience phase
• Customer support
companies • Reduced cost and
• Online health service increased quality of Device Makers
providers software Makers of at-home
monitors and
Getting from them: • Lower costs due to
diagnostic devices
• Hardware to conduct reduced visits, less
diagnostic tests fraud and
• Access to customers
Payment process
consistent, comprehe • Online (direct) Payers
nsive data
• Industry experts • Physicians Insurance, Medicare,
Giving them: • Engineers and • Improved patient • Hospitals Medicaid
• A platform outcomes
•
designers • Clinics
Mobile connectivity • Earn more money via Providers
• Data mgmt • IP experts
focus on higher value • Health General
• Integration with online • Privacy experts procedures networks Practitioners, Midwiv
health ecosystem • Lawyers
es, Nurses
• People (R&D)
• Tech infrastructure • Testing fees (per test)
• Customer acquisition • Monthly subscriptions (freemium model)
73
74. DIAGNOSLY - Today
Automated, Optional Consumers
• Convenience of time 24x7 Support
• Provider and place Families (primarily
subsequent mothers) in
engagement • Reduced cost for
Automated, Optional the fertility
• Device mfg uninsured or high
SDK Support testing, pregnancy, and
deductible plan early childhood phase
relationships subscribers
• R&D Indirect, trusted
Device Makers
• Diagnostic and supplier
• Customer • Reduced cost and
Small to medium makers
monitoring of at-home monitors and
support increased quality of diagnostic devices
device OEMs software
Payers
Insurance, Medicare, Med
• Insurance • Lower costs due to
icaid
reduced visits, less Providers
networks
• Engineers and fraud and General
consistent, comprehe Practitioners, Midwives, N
• Independent designers nsive data • Online urses, Office
sales reps • Legal/Regulator • Independent
Manager, Specialists
• Improved patient (Pediatricians, OB/GYNs
y Knowledge sales reps , vets etc)
(IP, FDA, HIPPA, outcomes
• Earn more money via • Physicians / Livestock Managers
Cattle ranchers, horse
etc) focus on higher value Clinics farmers
procedures Drug Developers
Big Pharma, Biotechs
• Testing fees (per test/kit)
• People (R&D)
• Customer acquisition
• Regulatory & Liability
74
75. 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 History
Patients Payers
DIAGNOSLY PLATFORM
Laboratory Testing Services (3rd Party)
Physicians Cloud & Data
Services • Analysis of raw diagnostic data
Phone, Tablet, and
• Illness and disease detection
Web Applications
• DNA analysis
• Risk assessment
Researchers
Admin & Reporting Dashboard:
• Monitoring and diagnostic history
• Aggregated lab results Online 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 appointments
CONFIDENTIAL 75
76. Interviews
SAYING NEW INSIGHTS
• “Every geek team has their own • Potential negative reaction from device
proprietary app!” manufacturers regarding data sharing
• “Lost a lot of time and money in this space and recall knowledge
because we were too early” • Specialists and GPs seem amenable so
• “Patients never do what they say they will long as does not negatively effect cash
do” flow, physician time, patient care.
• “We have important IP around our • GPs get paid to analyze patient data
online data portal”
DOING CONCLUSIONS
• Competitors see value in the device • Appears that enough devices are
agnostic portal/data system, etc. available to make pregnancy / pediatric
• Insurance companies are willing to pay for viable but may not be easily digitized
preventative monitoring for very specific and providers are concerned about
chronic diseases parents 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 collection
in low income areas to reduce ER costs
76
77. 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 health administered diagnostic tests
• Globalization and international trade • Large ranchers might benefit more from
driving improvements in veterinary automated 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 expertise
Proposed solution SAYING
• Small farmer: “I know my animals, I know if
I need to call the vet, I don‟t need any
gadgets”
Diagnosly • Horse rancher: “I could spend anywhere
Platform
from $300 to $30K on a vet visit for my
horse!”
• “I wish I could know better if my dog is
sick”
77
78. Possible Big Pharma/Biotech segment: overview
Market research INSIGHTS
• Cost of bringing new drug to market: $1.2B • Pharma doesn't want to develop these
• Most drugs fail at late stage types 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
automation
Solution overview SAYING
Drug • “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
79. Tuesday Hypotheses
HYPOTHESIS TEST RESULT
1
• Small device manufacturers
• Mixed results, some will
would be willing to use 3rd • Interviews
but also some will not.
party software, if it‟s free
2
• Small device companies
will be more willing to • Interviews • Validated
partner than larger ones
3
• Bill physician a fee as a %
• Industry experts and
of insurance / Medicare /
Medicaid payments we
• Interviews providers indicate so but
not confirmed with payers
facilitate
79
80. Tuesday Hypotheses
HYPOTHESIS TEST RESULT
4
• 1st time mothers want to
• Pregnant women would like
see physician
to reduce their number of • Interviews
• Subsequent mothers OK
doctor visits
not.
5
• Expectation is that it
• Patients are willing to pay
would be less but willing
the same as they would for • Interviews
to pay up to the same
a physicians visit
amount.
6
• Yes so long as paying
• Some patients will be
willing to pay out of pocket
• Interviews less for equivalent service
now.
80
