day 1 presentations columbia apr 2012

Columbia B7739-002

Steve Blank Bob DorfAlexander Osterwalder

Day 1 - Advanced Entrepreneurship

April 16, 2012

Order of Presentations

1. Bakemba2. DEN3. Diagnosly4. eFood5. Factabase6. Jiae7. Kadak8. Mobile Marketing9. Pulze10.Social Crowd11. Table Compass12.TVM13.YSN

2

BakembaBAKAMBA

TEAM MEMBERS Ari Harkov

Scott Greco

Alex Morrison

Sarah Shenton

Francois Viargues

Michael Burke

Degree program and Department/Major

MBA MBA MBA MBA MBA MBA

Provide your LinkedIn public profile URL

http://www.linkedin.com/profile/view?id=19701706&trk=tab_pro

http://www.linkedin.com/pub/scott-greco/2b/502/54

http://www.linkedin.com/profile/view?id=25243575&locale=en_US&trk=tyah

http://www.linkedin.com/pub/sarah-shenton/34/505/180


http://www.linkedin.com/pub/michael-burke/13/54b/579

Are you the subject matter expert (SME) for this team?

Yes. Digital media & marketing.

Pick a role you think you most likely will play on this team (Hustler, Hacker, Designer or Product Picker)

Picker / Designer

Hacker / Designer

Hustler /Picker

Hustler Hustler Picker

Hustler

Anything interesting we should know about you (be brief)


































Bakemba

1. Traveling to urban destination and a desire for authentic experiences

2. Own smart phone / tablet (ideal)

3. Age 25-45 / target 25-35 (?)

4. Professional, $50k+ income

5. Time-starved

Our job:-making planning

quicker, easier, painless

-access to off the beaten path spots

-vacation that meets their specific interests

1. Itinerary collection & updates

2. Marketing / PR

3. Customer service – locals & travelers

For Customers:1. Access to authentic,

non-touristy spots

2. Better planned days = easier, maximize vacation time

3. Save time

4. Clean UX and interactive itineraries take the guidebook to 21st century

For Local Experts:5. Monetize your local

knowledge

Partners: hotels, local merchants, airlines, online booking sites, local sites, rental car

companies, international phone

data carriers

Suppliers: local trendsetters, work in

hospitality, younger/creative, bloggers, active

parents

Get itineraries: $$ for sales as well as

exposure (blog, video)

Fixed costs: upfront development of site and app

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

How: Sell itinerary for $4.99, pay local 20%, keep 80% gross margin.

Pricing tactics: compete between guidebooks & freePromos: 1st free, free if feedback, buy 1 get 1 free, free if FB

post

1. Search (SEO/SEM)2. Social media3. Travel blogs4. Travel/local sites

1. Web developers2. Marketing/PR team3. Local expert

outreach4. Sales force (low end,

in person)

FILL OUT ALL 9 BOXES OF THE CANVAS IN ORDER 1 THUR 9

1

3

4 2Get: PR, digital WOM, SEO, SEM, consumer promotions

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

Grow: CRM / relationship marketing, expand offering to more cities

5

6 7

8

9

DENDigital Exchange Network

TEAM MEMBERS

Amy Villari Steve Alperin Dave Spezzano Alexey Okhlopkov

Dmitry Dyakin


EMBA – generalist (finance, mgmt, marketing)

MBA Finance, Management

EMBA NY 2012 London-Columbia 13

London Columbia 13


NA http://www.linkedin.com/profile/edit?trk=hb_tab_pro_top

NA NA NA


Yes Yes No No Np


Designer/Hustler

Designer/Product Picker

Hustler Hustler Hustler

DEN

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

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

Software development, business development,

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

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

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

?

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

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

MVP engineering/hosting/design costs are fixed as is some project management..

community management, feature set buold are variable

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

Affinity groupsCash, engineering

talent, biz dev, behavioral economics

expertise, project management


1

3

4 2Tap communities already transacting offline or chaotically

5

6 7

8

9

DiagnoslyDIAGNOSLY

TEAM MEMBERS Thomas Tracey Jonathan Achenbach

Melissa Wingard Phillips

Nina Tandon Tim Berry Vladimir Vinogradov


Global EMBA – A&E ‘13



PhD Biomedical Engineering, EMBA NY ‘12




http://www.linkedin.com/in/thomastracey

http://www.linkedin.com/pub/jonathan-achenbach/32/637/459

http://www.linkedin.com/in/mwpaustin

http://www.linkedin.com/pub/nina-tandon/15/953/35




Yes Yes No Yes No No


Product Picker Designer

DesignerProduct PickerHacker

HustlerProduct Picker

Hustler, Designer, or Picker

Hustler or Designer

Designer


* Psychology major, studied pre-med, then worked in tech startups * Fascinated with singularities.

Electrical Engineer, Certified in Medical Regulatory Affairs, Spends spare time fly fishing or skiing.

• Working in Dell’s M&A group.

• Lived in Singapore and East Timor.

Tissue Engineer, Certified yoga instructor

Real estate entrepreneur and father of 3

Master of science in applied mathematics and physics,Experienced in M&A























Diagnosly

PatientsDevice Makers

PhysiciansPayers

Researchers

What they want:• Fewer hospital

visits (spend less time, and money)

• On-demand testing• Frequent testing• Access to test data• Integration with

other health data• Privacy, security

• R&D• Tech support• Partner sales &

support• Customer support

Problem / Need – Medical diagnostic

tests cannot be conducted effectively outside of a hospital

or clinic.

Key Features – Provide an easy way for diagnostic devices

to connect to the internet, so that

patients and physicians can run

tests and access their data from anywhere.

• Diagnostic and monitoring device OEMs

• Lab-on-chip OEMs• Health networks• Testing labs• Clinical research

companies• Online health service

providers

Getting from them:• Hardware to conduct

diagnostic tests• Access to customers

Payment process

Giving them:• A platform• Mobile connectivity• Data mgmt• Integration with online

health ecosystem

• People (R&D)• Tech infrastructure• Customer acquisition

• Testing fees (per test)• Monthly subscriptions

Online (direct)PhysiciansHospitals

ClinicsHealth networks

• Industry experts Engineers and designers

• IP experts• Privacy experts• Lawyers


1

3

4 2Get customers:• Partnerships• Online marketingKeep + Grow:• Quality service

and• user experience

5

6 7

8

9

FACTABASEFACTABASE

TEAM MEMBERS

Mary Leong Alex Farfaro Calin Bota Bader AlKahtani Prosasty Chaudhuri


BS,MS Food Science BS, MS Aerospace Engineering

Engineering BS Finance BS, MSComputer Engineering


http://www.linkedin.com/pub/mary-leong/5/910/a00

http://www.linkedin.com/pub/alexis-farfaro/1/973/2

http://ua.linkedin.com/pub/calin-bota/18/30a/8a8

http://sa.linkedin.com/in/baderalkahtani

http://www.linkedin.com/pub/prosasty-chaudhuri/6/147/459


CPG experience Director Business Development

Business manager Strategy consultant, Web Entrepreneur

Consultant/Technologist – Financial Services

Pick a role you think you most likely will play on this team

Hacker = Engineer

Hustler = Customer Development

Designer = Product Picker = Visionary Designer = Product





FACTABASE

What are the most important costs inherent in our business model? Fixed? Variable? How do we make money? What’s the

revenue model? Pricing tactics?


1

3

4 2

5

6 7

8

9

Enhancing access to public statistics on emerging markets that often have issues relating to:1) Availability:

Believed to be non existent or are difficult to find.

2) Convenience: Require multiple steps to prepare them for use and/or compare multiple tables from multiple sources.

Through a user friendly one-stop setting with easy search, visualization and export options.

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

• Frequent and comprehensive (Financial services, consulting, Media, Universities and R&D)

• Frequent and sector/country specific (Ad Agencies and Market Research)

• Non-frequent and comprehensive (Individuals or Students)

• Non-frequent and sector/country specific (Entrepreneurs, International investors)

• Online

• Direct Sales

• Automated Services

• Personal assistance

• Co-creation

• Subscription model (comprehensive or sector/country specific) for premium tables

• Per-table sale options for premium tables• Ad-based model for free tables• API access for application developers• Special pricing for customized reports

• National Statistics Offices

• Public Authorities

• International Organizations

• Companies that publish public statistics

• Collecting and preparing the statistical tables

• Development of automation software and webapps

• Customer acquisition and management

• Software/Web developers

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

Development• IT Infrastructure

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

JIAE

Jiae

TEAM MEMBERS Deymon Chen Hugh Guo Mathias Rosenthal James Hagen Scott Yoo


EMBA Global-Asia 2013


Columbia Business School 2012

Columbia Business School 2012



http://www.linkedin.com/pub/deymon-chen/48/2a4/12

http://www.linkedin.com/in/guoyu

http://www.linkedin.com/pub/rosenthal-mathias/24/7b8/97a

http://www.linkedin.com/in/jamesohagen


Business Development

User Experience Design, Business Development

Business development Business Development

Marketing; Ssales


Hustler Designer Product Picker Strategist Hustler


Citibank, Setup China’s first rural foreign lending company

Chief Designer of Baidu.com, Blogger

Banking, Startup-Chile, North American Chilean Chamber

eCommerce President, social media strategist for nonprofit

Doosan marketing regional manager, supply chain management












Collect and Share Ideas

Tools for Design School

Targeted Ads Space

Find Good Designers

Content Acquisition

Find Projects or Jobs

Top Designers

Design School

Design Media

Government

Web Partners

Companies/Brands

Platform Management

Customer Acquisition

Expanding Reach

Platform

Customer Base

Brand

Network

Platform Costs

Customer Acquisition Costs

Marketing Costs

Advertising

CPS (click per sales) and Design Products Sales

Free Products and Services

Acquisition

Retention

Automated Services

Co-creation

Jiae.com

1300 Design Schools

Design Union Sites

SNS Sites (weibo, renren)

Designers

Design schools

Consumers

Companies

Advertiser

Publisher

Columbia B7739-002: Advanced EntrepreneurshipKadak

TEAM MEMBERS

Stella Chan Adeem Fenster

Richard James Shashi Shrimali

Neeraj Lal Sanjay Bharadwaj

Degree program EMBA EMBA EMBA EMBA EMBA EMBA


http://www.linkedin.com/pub/stella-chan/9/a15/451

http://www.linkedin.com/pub/adeem-fenster/1/a68/632

http://www.linkedin.com/pub/richard-james-aca-ca/27/220/584

http://www.linkedin.com/pub/shashi-shrimali/0/7a6/83b

http://www.linkedin.com/pub/neeraj-lal/29/67a/29b

http://www.linkedin.com/pub/sanjay-bharadwaj-p-e-leed-ap-csi/2b/340/15b


Yes Yes Yes Yes Yes Yes


Designer = Product

Picker = Visionary

Picker = Visionary

Hacker = Engineer

Hacker = Engineer

Hustler = Customer Development


Grew up in Hong Kong; enjoy travelling; love Dogs; drink tea every single day!

Career – big bank finance -> start-up -> big industrial firmGrew up in a village and I love Tea!

Grew up in the UK (raised on tea); Career in accounting and finance consulting; Tea junkie!

Technology management and strategist, from an entrepreneurial family background, love to sing and act

Grew up in Delhi -> Career in Corporate Finance and Audit - > enjoy travelling and a cup of tea everyday

Most precious -family & friends. civil engg./Real-est. developer; next: add real estate finance to the list; Love KADAK Tea.

How will we Get, Keep and Grow Customers?• Consistent quality• Increase product variety • loyalty program tea card• word-of-mouth from students

(campuses)• Tea cart promotion via

Facebook or Tweeter• Tea tasting event to collect

customer feedback (via iPad)

Kadak

Who are our most important

customers?• repeat customers, Asian-

immigrants consumers• health conscious

customers

What are their archetypes?

• The Indian/chinese/Asian• The rising teen• Healthy parents• Undergrads/students• Baby-boomers

What Job do they want us to get done

for them?• make the tea (incl.

picking the best ingredients)

• education of tea

What Key Activities do we require?

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

channel and analysis• Business development with

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

Which of our customer’s problems

are we helping to solve?

• consumer have limited access to authentic Asian tea in a retail format

Which customer needs are we satisfying?

• Anyone with desire to consume authentic Asian tea outside home

What are the Key Features of our

product that match customers

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

flavor • speed of delivery• convenience

Who are our Key Partners?

• Indian stores and Asian stores

• Eventually tea makers• Indirect distribution

through -- subway, panda express

Who are our key suppliers?

• Indian store from NJ• Chinese stores from

Chinatown• Grocery stores such as

Wal-mart• Restaurant

utensils/hardware suppliers

What are we getting from them? Giving

them?• Milk, sugar, Splenda, tea

leaves, cups, spices, pots/pans

• MONEY, more revenue

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

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

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

• Low Intro promotion price to attract customers($0.99)• Keep the price close to Starbucks thereafter• Never price below breakeven even during promotion period• Find ways to give them discounts (survey --- buzz discounts)

Through which Channels do our

Customer Segments want to be reached?

• direct retail• direct-to-home

delivery

What Key Resources we require?

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

approval• HR for hiring & training• Tea brewing equipment


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Mobile MarketingTEAM IDEA 20

TEAM MEMBERS Jorge Alex Hasan Broor Spahr

Degree program and Department/Major(in addition to EMBAG)

B.S. in Economics M.Sc. Computer Science

B.A.Sc in Systems Design Engineering

M.Sc. EconomicsLL.M. Dutch Law


http://pe.linkedin.com/pub/jorge-melgar/38/281/53

http://uk.linkedin.com/in/agoncharuk

http://www.linkedin.com/in/hasanshahid

http://uk.linkedin.com/in/broor


No Yes Yes No


Designer Hacker, Picker Picker, Hacker Hustler


Writes poetry Created published magazine

Owns a gastropub Owns website broor.com

Mobile Marketing

Most important customers?

Small businesses(or Telecoms,

marketing agencies?)

What are their archetypes?

Companies that would want to use mobile marketing

servicesJob they want us

to get done?Deliver msg to end-customer

through platform

Key Activities do we require?

Software development, data

analysis

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

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

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

Who are our Key Partners? Telecoms

Who are our key suppliers?

Telecoms, search engines

What are we getting from

them? Giving them?

Phone numbers/ short code, advertising

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

marketing/sales (variable)

Subscription fee, campaign fee and performance-based fee?

Which Channels? Online (trade fairs?)

What Key Resources we

require?People, IT

infrastructure (data center)

1

3

4 2Get/keep/Grow

Customers?Low-cost platform

that is effective and quickly shows results (switching costs for

telecoms and marketing)

5

6 7

8

9

PulzePulze

TEAM MEMBERS Riyaz Habibbhai Jay Chopra John Gole Lane Harwell Daniello Natoli Vladimir Baranov


Global EMBA A&EEntreprenuership/Marketing

EMBA New York EMBA Global A&E

MBA EMBA NY GLOBAL EMBA A&E


http://www.linkedin.com/in/riyaz

http://www.linkedin.com/profile/view?id=2794000

http://cz.linkedin.com/pub/john-gole/0/294/6bb

http://www.linkedin.com/pub/daniello-natoli-cfa/b/4a6/950



1. I have worked with a HR Managers in the past that have stated certain challenges of retention2. Working in the large corporation, I have seen first hand how the polling and surveys do not address the issues of the employees

Not directly, but I am associated (interning) with the Venture Advisory arm of a law firm and work with a few social media type start-ups.

Partly-- lots of market research experience

No I have current relevant experience working with HR and Columbia Recruitment Efforts

1) I worked at HR Software company specializing in competencies and surveys2) I helped spread the use of Social Platform at DB (Jive)


Product Picker Designer

Would love to do Customer Outreach, Sales and Marketing (as that is something I have never done before).

designer/hustler

Not sure - strong experience in community building, sales, strategy, attracted to concept of new interface for org strategy building + engagement

I would like to pursue the Customer Development role primarily and also help the Visionary

I would like to learn more about Customer Development and getting first client to sign up and thus I am picking a role of a Hustler.


Too much to fit in this little box. Interesting experiences of life cannot be boiled down into a brief statement. I am and so I have experiences.

As far as I know I am the only person with a Marine Engineering background at CBS

manage ICT market research in emerging markets

Given my finance experience combined with my current role, I believe firms that are able to maintain their competitive edge must have motivated and engaged employees

I started and not succeeded with 2 start-ups, avtomatsoftware.com and avtomatproductions.com

















Pulze

Enterprises with 1000

employees Improve

employee retention

Software vendors

One time service fee

Inside sales force


1

3

4 2Key Account management

5

7

8

Provide employees

ownership in business strategy

Build congruency in business and

product strategy

HR decision makers

Customized service based

on needs

Subscription service

Enterprise social platforms

Partners

6

Cloud service

Data warehousing

Suppliers

3rd party analytics

R&DMarketing and Manage the

platform

Lead gen

Recruitment

Software developers

HR talent

Research experts

Payroll

marketing

Fixed

Sales

Customer acq.

Talent acq.

Variable

9

website

Social CrowdSocial Crowd

TEAM MEMBERS Marie Lesaicherre Chris Gale Mathieu Prado William Respess


MS Chem Eng.PhD Chem biology

Ex. MBA in Finance




Hustler


Social Crowd

“Neighborhood” shops who need $

for their business but also “do good” for their community.

People who want to invest in their local community while

also getting a return on their investment.

Project management,

renovation, software.

Shop owners who want to renovate their building & needs both

cash & expertise (renovation, project

management, …) but also providing them

for a “supply” of customers as the

business is starting.

People investing $ and in their local

community, satisfying their desire for a

return on $ but also to invest in their local

community.

Key partners and suppliers are

people from the construction/

renovation industry

We get know-how/expertise & we give them …

work!

Web platform, program management and technical support Brokerage fee, licensing, advertising

Media, social media, direct contact,

chamber of commerce

Financial, physical, technical, HR


1

3

4 2Direct contact and

social media. Retaining and

growing customers will be a challenge.

5

6 7

8

9

Table CompassTable Compass

TEAM MEMBERS

Jaidev Rao Abhishek Sheetal

Bill Cooke Sarah Brown Rob Montrone

Dennis Kwon


EMBA EMBA EMBA EMBA EMBA MBA


http://www.linkedin.com/in/jaidevrao

http://www.linkedin.com/in/asheetal

http://www.linkedin.com/pub/bill-cooke/9/527/24

http://www.linkedin.com/profile/edit?trk=hb_tab_pro_top

http://www.linkedin.com/pub/rob-montrone/b/465/a4b

http://www.linkedin.com/in/denniskwon


SME


Hacker = Engineer Hustler = Customer Development

Picker = Visionary Hustler = Customer Development

Designer= Product Picker

Hacker, Product Picker


Has worked with two clean energy start-ups in the past year

Love talking to people and telling lies

I started a solar company three years ago and it just went bankrupt

Wrote a business plan for a skin care company

Worked on a television start-up and finances independent films

Helped start GroupMe, Recently launched several online startups and a photobooth business


















Table Compass

Who are our most important customers?Both restaurants and end users What are their archetypes?People who plan, price conscious, occasions, groups of friends What Job do they want us to get done for them?End customer: discountsRestaurants: fill seats

Key Activities• Platform design and

development • Business

development, partnerships and marketing

Which of our customer’s problems are we helping to solve?• Empty tables• Difficulty making

reservations• Price

Which customer needs are we satisfying?• Restaurants: revenue

management, working capital

• End Customers: discounted meals, secured reservations, restaurant comparisons

What are the Key Features of our product that matchcustomers problem/need? • Discounted pricing• Restaurant discovery

Key Partners Restaurant owners

Key Suppliers Possibly Open Table

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

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

How do we make money? What’s the revenue model? Pricing tactics?Options: listing fees, percentage of restaurant fee, restaurant flat fee, first year free, etc.

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

face meetings• End Customers: Word

of mouth marketing, online, direct email

Key Resources• Designers,

Engineers• Business

development, Sales• Money

1

3

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

5

6 7

8

9

TVM TechnologiesTVM Technologies

TEAM MEMBERS

Brian Vogt Doug Carlson Mohamed Maimouni

AG Crum Gabriel Giles Sameer Kotak

Degree program and Department /Major

EMBA EMBA EMBA EMBA EMBA EMBA


http://www.linkedin.com/pub/brian-vogt/4b/617/2a7

http://www.linkedin.com/pub/doug-carlson/3/a15/650

http://es.linkedin.com/pub/mohamed-maimouni/8/505/8a5

http://www.linkedin.com/in/agcrum

http://www.linkedin.com/pub/gabriel-giles-p-e/0/744/a5a

http://www.linkedin.com/pub/sameer-kotak/6/32b/10


Yes


Picker Hustler Designer Hacker Hustler Hustler


TEAM NAME HERE

Most important? Men, dress &

business casual

Archetypes? Stuck in closed shoes during work-day with

changing environments

Job to get done? Enable comfort and productivity

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

suppliers

Customer’s problems? End-

users: foot sweat, hot, cold.Partners:

differentiation

Customer needs? Comfort, medical / Profitability growth

Product features? Battery powered

shoe sole ventilation, cooling,

heating

Partners? Shoe mfg.'s / branders by

region , development

Suppliers?Component

mfg.'s, Ventiva

Getting? Technology,

manufacturing Giving?

Differentiation and price

Inherent in our model? Variable material, mfg overhead

Making money & pricing model?$50 mfg’ed, 100 soles, 200 shoes, 400 retail

Reach segments? Established partner retail

outlets (brick & mortar)

Resources? Development partner, seed

funding


1

3

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

Partners: Convince of

unique value for end-users

5

6 7

8

9

YSNYOUR SUPPLIER NETWORK

TEAM MEMBERS Arez Mardoukhi Gopi Sukhavasi Kevin Woolley Ravi Pingli


MS, Financial Engineering

MBA Candidate, Columbia Business SchoolB.S, Computer Science

MBA Candidate, Columbia & London Business School, M.S in Finance,B.A in Liberal Arts

MBA Candidate, Columbia Business School


http://www.linkedin.com/in/arezmardoukhi

http://www.linkedin.com/pub/gopichand-sukhavasi/4/b18/678

http://cl.linkedin.com/pub/kevin-woolley/2a/353/95

http://www.linkedin.com/pub/ravi-pingli/4/30/95a


No Yes No No


Picker Hacker Hustler Designer


10 years of experience in Spend management, Accounts Payable, T&E in various Fortune 500 companies.

Over 6 years in Chile and Peru and 3 years in Clean water technology entrepreneurship

YOUR SUPPLIER NETWORK

BuyersCFO’s, COO’s, CPO (Chief Procurement Officers)

Find the best possible suppliers for their operational needs

SuppliersCMO (Chief Marketing Officers), Sales Department

Find new customers

SoftwareMarketing

Sales

Buyers1. Find the best possible suppliers for procuring goods and services. 2. One solution to manage end to end source-to-pay process

Suppliers1. Provide platform to reach target market customers

Purchasing Associations

Marketing/Sales Team

Fixed - Software development, maintenance costs, administrative costs

Variable – Marketing/Sales costs

Subscription fee will be charged per seat for each customer.

The pricing will be higher for buyers than suppliers

Professional Network

Purchasing Associations

Industry conferences

Software Development

Team

Marketing Resources

1

3

4 2Partnerships with

Industry Trade shows

Professional network

5

6 7

8

9

day 1 presentations columbia apr 2012

Education