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Solid Clarity

Solid Clarity. The path to fifth-horsemanship. FOUR HORSEMEN. Mar. 17 Market Cap - $2,129,980,000,000. 03. Social Media/Advertising $ 397.14B Market Cap 17k Employees $23.29M per Employee. 01. Consumer Product Sales $407.06B Market Cap

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Solid Clarity

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  1. Solid Clarity The path to fifth-horsemanship

  2. FOUR HORSEMEN Mar. 17 Market Cap - $2,129,980,000,000 03. Social Media/Advertising $397.14B Market Cap 17k Employees $23.29M per Employee 01. Consumer Product Sales $407.06B Market Cap 341k Employees (most to be replaced by robots & drones soon) $1.19M per Employee 02. Search/Advertising $592.37B Market Cap 72k Employees $8.22M per Employee 04. High-End Tech Products $733.41B Market Cap 112k Employees $6.37M per Employee

  3. FOUR HORSEMEN Mar. 17 Market Cap - $2,129,980,000,000 2017 Forecast GDP Italy - $1,807,425,000,000

  4. FOUR HORSEMEN Mar. 17 Market Cap - $2,129,980,000,000 2017 Forecast GDP USA - $19,417,144,000,000

  5. Market Vacuum the size of a black hole… “ ” Alexa, buy batteries. • Tech like Uber, Netflix, and Airbnb are replacing entire industries overnight. • These are far more efficient, but they kill jobs. • CPG retailers like Amazon are pushing their own brands instead of other contenders. • Brands are being destroyed, which destroys competitiveness

  6. Market Vacuum the size of a black hole… “ ” Alexa, buy batteries. Instead of showing the consumer options, Amazon only shows the crappy Amazon Basics brand options. This is the end of brands.It means the coming endof quality products in theUS economy. • Startups like Uber, Netflix, and Airbnb are replacing entire industries overnight. • These are far more efficient, but they kill jobs. • CPG retailers like Amazon are pushing their own brands instead of other contenders. • Brands are being destroyed, which destroys competitiveness

  7. Huge Potential! A trillion dollar market! Americans spend 4x as much on services as on products. Compared to Amazon’s product catalogue, that’s 4x the revenue of Amazon. This has the capacity to be the first trillion dollar company. It’s simple, yet ambitious. It also requires a team with exactly our background to pull it off. The only challenge is that this doesn’t work unless it’s huge. $ +1 Optional Path PRODUCTS 4x It’s easy to slide into products once the brand is built, giving consumers that already use us a single tool for all their needs. +1 Optional Path CONCIERGE A single point of contact for a customer allows us to expand purchases beyond what we normally would get.

  8. A Unique Focus ELEMENT ONE BRAND-BUILDING ELEMENT THREE RELATIONAL ELEMENT THREE ELEMENT ONE Unlike most tech market capturers like Uber and Netflix, we will focus on building the brands of our clients. This makes us a more attractive partner, as we will be better for them long-term. People do business with people. By keeping the relationships first in our minds, we will be able to provide a personal experience and build trust with our consumers and clients. ELEMENT FOUR ELEMENT TWO ELEMENT TWO RESPONSIBLE ELEMENT FOUR ASPIRATIONAL Our bad decisions could hurt consumers, create unfair monopolies, or put clients out of business. We need to accept the gravity of our decisions and plan long-term. By targeting the market between standard and luxury as Apple has, we can capture the entire luxury market while being the service the middle class strives to buy.

  9. Customer Promise 1 2 3 5 4 6 Fast You will only spend time if you want to or need to. Fun Taking care of yourself and your home should be fun. Fair We want your money, but only because we earn it. Personal We learn your habits, likes, and dislikes to better serve. Private Your info is your own. We only share it on a need to know basis. Perfectionist We push our service providers to offer the best service possible.

  10. Business Phases 1 - BUILDING We must start by building our products. We have at least three web applications, a web site, an android frontend, an iOS frontend, database(s), and a number of apis. 1.5 - PRE-REVENUE Unlike most modern tech startups, it wouldn’t make sense for us to have a pre-revenue stage. This makes us a safer bet for investors, but it also makes building a critical mass of users more challenging. 2 - REVENUE The revenue phase will consist of three sub-phases: building a US market center in three metros, expanding to the ten largest metros, and expanding to any other viable market. We will focus on decreasing UAC and building long-term growth. 3 - GROWTH Expanding beyond the US services market is essential to long-term viability. We must expand globally while also expanding into CPG and other products. This will give us a growth plan beyond the scope of any current company. 4- PROFIT In modern tech startups, most skip this stage. They remain focused on long-term growth and “Capturing the Market.” For the most part, they have it right. Keeping profit steady and low with strategic investment is the best way to ensure long-term viability.

  11. FOUR HORSEMEN – Another Look Mar. 17 Market Cap - $2,129,980,000,000 03. 1 Billion active users Very strong, simple UX Very Agile Possible the best engineers of the four Weak Business Model Ethics Issues 01. Chronically Unprofitable Record Growth Increased Diversification & Acquisition Focused on cheapness & discounts Minuscule Margins 02. Heavily Diversified – Moonshot Focused Relies on one product (PPC) for 90% of revenue Best Innovator Best loose-hold dominance Best positioned IOT play 04. Hugely Profitable World’s Best Branding Massive Vertical Integration Large Cash Reserves Overdependent on iPhone Losing Ground Post-Jobs

  12. FOUR HORSEMEN – Another Look What if we had… Amazon’s Investment Strategy Google’s Innovation Facebook’s UX & Engineering Practices Apple’s Aspirational Quality Focus

  13. Our Sparrow New Users Revenue Per User UAC Revenue If we think of our main KPIs while we design the platform, we will be ready to support them at launch. Overall Feedback Consumer Feedback Salesperson Feedback Client Feedback Designing for our KPIs The main KPIs for our company are User Aquisition Cost, Revenue, Revenue per User, New Users, Lost Users, Returning Users, and Feedback Scores.

  14. Products to Build - Frontend Company Website Internal CMS/Tools Client App Customer App Sales App We will need to show our face to the world with a company website. We can either make the website another frontend to the app like amazon or leadgen like AMS. There’s a lot we’ll need to build to support this. A CMS system, accounting tools, hiring site, and many other tools we haven’t considered will need to be built or purchased. The client app will allow clients to manage the usage of their brand and the operational constraints of the business as well as viewing reports of KPI performance. The customer app is service buyer’s nirvana. We provide everything a person needs to keep their life moving forward: Home services, auto, health, and more. The sales app is built to give salespeople rapid-fire sales experiences via video, give them the tools to succeed, and track their performance for clients. Showcase Showcase

  15. Products to Build - API Customer Info Big Data Vendor Listing Pricing Compliance Scheduling Strings Consumer/Vendor Personas. Presentation Material, Service Area, etc. Itemized, By Area/Day, Pre-Packaged, etc. Background Checks, Licensing, Insurance. Other languages and content management. Name, Home Info, Contact Info, etc. Service Times and Integrations. Authentication Security Inter-Service Salespeople RTC Comm Feedback Payments At this level, we need a lot more security. Want a realtor? Here’s a mover too. Name, Home Info, Contact Info, etc. Logging in and out. User auth system. Clients, Stats, and other info about them. Video calling, audio, text, and screen share. Happy/Sad faces, general score, etc. Can launch crap and rebuild right later These fourteen APIs are all essential and more needs will be discovered as we progress. These can either be planned out with methods designed before building or a temporary NoSQL backend can be used temporarily to avoid the initial design phase. Will need a public version

  16. Six Keys for the Success Mobile vs. Desktop Added a product to cart Items Viewed per Session Purchased Products Conversion Rate VS Desktop Mobile 3.2 3 13% 10% 11% 8% 4.55% 2.46% Desktop has lower usage, but it has higher conversions Desktop has higher usage, but lower conversions We can do pure-play mobile consumer app, but there’s a risk.

  17. Team Composition – Building Phase + + = Business Development Engineering Products Excellence Team will be responsible for funding, hiring, support, and work environment. Team will be responsible for building the products that the team has designed as well as offering technical expertise in the design process. Team will be responsible for User Experience, Art, Visual Brand Language, and Product Design. These three divisions will be able to complete phase one of the project (Product Building) and reach the revenue stage.

  18. Six Keys for the Success Team Composition – Revenue Phase 03 01 05 06 02 04 Accounting Helpdesk Business Development Client Services Marketing Sales Helpdesk will handle both the internal needs of the company and the needs of consumers, clients, and salepeople. Marketing will focus on consumers, working with Client Services to ensure the right areas are targeted. Our Sales Support team is data-driven sales management. They encourage relationship-based growth & new markets. Client Services will focus on client retention and satisfaction to ensure our reputation encourages growth. Business Development will need to grow significantly in Phase 2 to ensure key players stay with the company. An accounting team will become essential when phase 2 allows for revenue. They will focus on throughput as well as insight.

  19. Six Keys for the Success Team Composition – Growth Phase ? Any phase three planning would be a waste of time at this point, as it’s too early to plan correctly. We will revisit once phase 2 is stable.

  20. SWOT ANALYSIS S • Strengths • Great UX Skills • History of Success • Doers, not Talkers • Weakness • Too Few Rockstars • Team Dynamic • Really High Critical Mass W O T • Threats • Amazon Home Services • Google Local Services • Failure to gain Critical Mass • Opportunities • Beat Amazon with Culture • Beat Google with Common Sense & Experience

  21. ! (Pronounced Sotsial’noye) Imagine you’re a typical user. I’m telling you about a cool new social media app. It’s huge in Poland and Czech Republic. I’m the first user here. It’s just like Facebook and you and I could communicate in the new system. Would you want to download it? Why?

  22. Critical Mass What does it mean to hit critical mass? Any app or site has initial difficulties with user acquisition. It’s the single greatest challenge of most startups and it’s the number one cause of failure. Your app can be a masterpiece and fail to get enough users if the idea isn’t enticing enough and marketing is insufficient. A buggy, crap app can succeed if it masterfully fills a real market need. 2 Users 4-5 Users Minimum users to make the platform useful. What is our critical mass? Any app or site has initial difficulties with user acquisition. It’s the single greatest challenge of most startups and it’s the number one cause of failure. Your app can be a masterpiece and fail to get enough users if the idea isn’t enticing enough and marketing is insufficient. A buggy, crap app can succeed if it masterfully fills a real market need. 10 Users 15 Users? 20? How many consumers? How many clients?

  23. 1 1 Consumer Our Critical Mass Starting with one consumer, they would need multiple industries to buy from in order for the ecosystem to be attractive. 5 Industries Assuming five launch industries, they would need at least three options each and both a client and a salesperson. 5x3 This gives us a total of fifteen clients and fifteen salespeople. Each salesperson would need two sales a day minimum. 30 3 Clients Each This means that we would need enough consumers near day one to buy nine hundred services in month one. 900 Even if four of every five consumers buys one service on average, we require eleven hundred consumers at launch per local area. 80% 1.1k Comparing our eleven to twelve hundred users in order to provide enough value for buy-in with Skype’s two users, this is our toughest battle. 1.2k 1.1k+ Consumers to support them

  24. Burndown Chart Before Series A This is the chicken/egg danger zone. We need a product to get funding and we need funding to build the product. Series A Funding Once we have Series A, we can build in earnest. We need enough funding for a burndown plus 6 months after to build revenue. Six Months Post-Build After we build, we can’t guarantee we will have a Series B to hit the black. We need enough time to grow a consumer base.

  25. Copycats No Patent No Invention No Algorithm The only edge we have is insight, which can be copied. If we could find a way to keep a competitor from stealing the idea and beating us to market, it would really help.

  26. In Conclusion VALUES We need to refine the list SCALE What kind of budget should we plan for? MAIN FOCUS Go for how much profit at the expense of growth? CULTURE What are we building and for who? BUSINESS MODEL How do we nail it down?

  27. SWOT We need to get real about our strengths and weaknesses so we can address them. MARKETING AND CRITICAL MASS How to we get enough users at launch? TEAM ORGANIZATION Who is responsible for what and what key roles do we need to fill? BURNDOWN CHART Looking at money as time UNCOPYABLE ATTRIBUTES What can we add that nobody else could with an unlimited budget?

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