innovation og konceptudvikling

C Y B E R V I E WP U N C H L I N E

Innovation, Concept development & Project Management, F2010 - Teacher: Thomas Pederson

GROUP 3 Renée Korver Michan (dutchgirl 301082) Charlotte Lærke Weitze (clwe 301164) Mark Esbech (mesb 150883)

Contents

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Concept Business plan

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Reflections

Conclusion

Bibliography

Appendices Appendix A: Sketches Appendix B: Interview one Appendix C: SWOT analysis Appendix D: Interview two

Scenario

Introduction

Running concept

Process description Timeline Finding the concept Defining the concept Scrum

Target Group Facts and running as sport “Blue Ocean” – target group

Concept description Modern running gadgets Running through time: Blue Ocean Strategy Cyberview Terms and technologies Early prototypes

Stakeholders analysis

Executive summary

Business model

Business description The industry Cyberview

The market Competitors Target group Market share Business position Pricing Distribution Promotion plan Sales potential

Design and development Product, market and organisation Creative team, operation and management Opportunities for Cyberview Challenges and risks

Financial statements Costs per unit Recommended retail price Revenue over time Profit after 3rd year Cash flow statement Financial conclusion

NABC

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Postscript

SNAP

‘Hi there!’ Miranda greets Ann, and gives her a hug. ‘I didn’t know you wore glasses?’ says Ann questioningly. ‘Normally I don’t, but these are my new running glass-es’, Miranda replies as she hands the glasses over to her friend. Ann takes them and tries them on. The material of the frame feels comfortable to her skin, but otherwise they seem like normal, sleek glasses. ‘What do they do?’ She asks, as she turns to look at Miranda. ‘Would you like to switch running gadgets today and see for yourself?’ says Miranda, and takes off a bracelet, matching the glasses in style.

‘Why not?’ answers Ann. She is a bit skeptic about her friend’s obvious enthusiasm, and wants to see for herself what this thing is about. She takes off her watch and af-ter handing it over to Miranda, puts on the bracelet. ‘Just snap your fingers when you are ready to go’ Miranda says to Ann, as she starts the timer on the watch and sets off in a light jog. ‘Snap my fingers?’ Ann wonders aloud, and looks at the bracelet. She decides to give it a shot and snaps her fingers with an audible ‘snap’.

It is half past six in the morning, and the sun is just peek-ing over the horizon as Ann arrives at the park. She and her friend Miranda meet up there to run together when they can coordinate their busy schedules. Miran-da has not arrived yet, and while Ann waits she adjusts her watch and prepares it to take time while they run. When she looks up from her watch, she sees Miranda ap-proaching, wearing a pair of cool looking glasses.

Scenario

Y O U

OPPONENT

PULS 125 BPM (fat burning)SPEED 9.5 km/hDISTANCE 4.6 km (total: 7.1 km)

Ann tries turning the glasses on and off a couple of times. She is unused to see the moving data in front of her, but it appears at a comfortable distance, and she quickly be-comes used to it. She is also pleasantly surprised at the ease at which she can tell the device what to do without disturbing her running rhythm. ‘So how am I doing com-pared to the other day?’ Miranda asks with a wink. ‘Well,’ Ann says ‘if I am reading this correctly, you are much slower today. Let’s change that, shall we?’ and speeds up. Miranda laughs, and matches her speed with her friend’s.

‘That is me’, Ann grins, ‘I ran this route by myself last Sat-urday and used the glasses to record my data. I plugged it into my computer and it automatically showed me the data on my run. Last night I downloaded the data on the glasses again so I could compare it to my run today, it’s so easy!’ Ann nods again, and looks at the numbers in front of her. ‘If you want to turn it off, just snap your fingers again’, Miranda says.

Several pieces of information appear in front of her. Ann takes a step back in surprise, as this definitely wasn’t what she expected to happen. ‘Are you coming?’ Miran-da says as she looks back over her shoulder. Ann shrugs and starts running. The message in the display changes to a small vertical row of numbers and two progress bars appear to the right. After catching up with Miranda she asks her friend what it is exactly that she is looking at. It’s actually pretty simple’, Miranda explains, ‘the num-bers represent your pulse, speed and distance, and there should also be a two columns?’ ‘Yes’, Ann nods, ‘what are those?’

Scenario

Introduction

Cyberview is a piece of running equipment that is new, advanced, com-fortable and sophisticated.

It provides you with an experience where technology functions as a natu-ral extension of your body.

One of the core values of Cyberview is ease of use; no need to spend hours of your valuable time to tinkering with buttons, switches and un-clear displays.

Through Cyberview we wish to create the ultimate training experience, tailored to your needs, and using state of the art technology.

Running conceptSleek glasses with transparent AMOLED displays making it possible for the runner to receive live feedback on “dis-tance left”, speed, mean time, improvement, direction, time, heart rate, calories burned and coahing while run-ning. They are designed to fit, and feel comfortable against the skin. The visual feedback appears at a comfortable dis-tance from the runner, so she can keep an eye on it when she chooses to. The glasses are covered with a UV-coating which acti-vates when sunny, so you can run in any kind of weather, day or night.

The bracelet contains a heart rate meter, GPS, Skinput control, and USB port. Skinput works by measuring various unique sounds. These sounds can be programmed to react to, for ex-ample, snapping your fingers, allowing a runner to easily control Cyberview. The GPS measure precisely the location over time, which together with the heart rate monitor provides for the in-formation displayed on the glasses. The bracelet can easily be connected to the computer to upload and/or download data.

Through the website the user has access to the Cyber-view community. Here the runner can download various running programmes, upload their running data, con-nect with friends etc. Usability is a key aspect for the website. Although Cyber-view offers great opportunity to be customized and ex-panded it is considered extremely important that Cyber-views website is user friendly, intuitive and easy to use.

GLASSES

- Showing data real time- Transparent AMOLED display- UV sensitive coating- Bluetooth reciever- Battery

BRACELET

- Skinput control- Heart rate meter- GPS- Bluetooth- USB outlet- Battery

WEBSITE / COMPUTER

- Cyberview website- Runners’ community- Customize your running programmes- Program Skinput control system- Adjust visual communication style and kind- Up- and download, data analysis

Timeline process

Pool of 8viable ideas

Pool of 5viable ideas

Conceptdefined

Target groupdefined

Concept defined

Prototyping 1st field study:interviews

Prototyping 2nd field study:interviews

Brainstorm /Biassociation

Expectationthemes

Marketresearch

Research

FINDING OUR CONCEPT DEFINING OUR CONCEPT DEFINING OUR TARGET GROUP DEFINING OUR MARKETING STRATEGY

Process description

Research

Define mar-keting strat-

egy / business plan

Since all team members were very active participants, and contributed with many ideas that were very far apart from each other conceptually, we had a hard time arriving at our final concept. After a few rounds of brain-storming, trying to come up with concepts and after-wards trying to narrow down to one final idea proved to be difficult. The solution for our ‘creative surplus’ existed in approaching the concept development process from a different angle. We had been trying to find defined concepts from the start, and wondered if the concepts found this way were too specific already. The team took a step back, and held a session where each team member held a short presentation for the other team members on what they wanted out of the concept (see image to the right). These broad areas were discussed, and each team members agreed to create a prototype based on his or her idea (see Appendix A). One of these prototypes became the start of Cyberview, the concept we decided to work further with.

Process description

Finding the concept

CYBERVIEW

something that will benefit the target group - make a dif-

ference

something that uses technology and body together with music

something concrete and tangible

something with music and activity (running?)

something “fun“

Defining the conceptAfter the general concept was chosen, it needed to be defined further in terms of what it should be able to do and whom it might appeal to. The team did some general research to investigate the possibilities that were already on the market. After doing so, it was decided that this would be a good point in the process to start involving our potential users. An interview guide was created (see Appendix B), and since the Cyberview glasses were designed with people who run in mind (without having a defined target group based on characteristic like age, sex, frequency etc.), it was decided that all interview subjects should be people who run. The questions in the interview guide were meant to obtain general information from the public on, for ex-ample, what they thought of Cyberview, why they ran, what they might be willing to pay for a concept such as ours and so on. In total, 13 interviews were conducted. There were several themes to the answers we received, and which we considered to be of particular importance to our concept.

The ZoneOne of the most important things we learned was that when runners run, they enter a state of focus, a ‘zone’ where they concentrate completely on their running. When wearing a gadget such as a running watch, one has to bring it up and focus on it instead of on running, which disturbs the ‘zone’:

Problemet med en løbe ur er at man skal bringe det op til øjet, og så forstyrrer man sin rytme, det ville være smart at kunne undgå det (Interview man 38)

After further research, we discovered that there is no gadget on the current market that does not disturb the zone because users have to reach over, or stop running altogether when they want to access information during their run.

SimpleWhen explained what Cyberview was about, and asked what they could imagine could be problematic with the concept, some of the participants remarked that:

Hvis informationen bliver “for meget” på skærmen, så kan man jo ikke se hvad man laver(Interview man 30)

Informationen på skærmen må ikke være for meget. Så falder jeg i søen, eller støder ind i de andre løbere(Interview woman 31)

Tror informationerne skal holdes meget simple(Interview man 40)

From this feedback, and considerations we had made ourselves, it was decided that any information that would be displayed on the glasses of Cyberview should be kept as clear and simple as possible. It should not be dominant, to prevent information over-load which could lead to annoyance and/or distraction while running. Runners using Cyberview should also be able to easily switch off or adapt the information thus displayed, using Skinput technology.

Process description

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CostWhen runners who used running gadgets were asked how much they might be willing to pay for a concept like Cyberview, they responded that they would be willing to pay:

Nogenlunde det samme som mit nuværende pulsur plus lidt mere hvis det forbedrede træningen, eller gjorde den sjovere(Interview man 40)

Cost wise, Cyberview would have to be around the same price as its competitors (more information on the price of Cyberview can be found in the section ‘the market’ in the business plan)

SleekOn the design of Cyberview, participants remarked that:

Det kunne være irriterende at have den på mens man løber og sveder(Interview woman 36)

Må ikke være for klodset (Interview woman 31)

For runners to be interested to use Cyberview during their runs, it would have to be light, comfortable and good looking.

Finding the target group - refining the conceptAfter this field study we all conducted thorough research into the background of running gadgets. This gave us an overview of the current actors on the market, what they offered their users, and what kind of uses they were di-recting their focus on. Using this data, we also created a SWOT analysis, to gain a more structured insight into our strengths, weaknesses, opportunities and threats (see Appendix C).

Through this process, it became more and more obvious that a large segmentation of gadget users, namely women, was being neglected by our potential competitors. Sens-ing that this would be a good opportunity to move our product into a so called ‘blue ocean’, we decided to make women the main target group of Cyberview’s marketing strategies (Kim & Mabourgne, 2005). After defining our target group, and having a conceptual grasp on the Cy-berview concept, the team drafted a skeleton of the paper that would have to be constructed throughout the rest of the course, and assigned areas of responsibility to all team members.

To gain more insight into our target group, a second field study was conducted (see Appendix D). From this study we learned that the standard distance of the information on the Cyberview should be approximately 5 metres, and that our target group thought that ease of use was an ex-tremely important:

Det er virkeligt vigtigt, at det er enkelt at bruge. Jeg fik engang sådan et pulsur, som kunne mange af de ting (GPS, Puls mv.) som jeg godt kunne tænke mig. Men jeg solgte det igen, det var alt for svært at bruge det. Jeg ville gerne have et ur der havde GPS, puls, tid mv., det skule bare være let at bruge det(Interview woman 58)

From both our field studies we saw that runners prefer different kinds of information, which is why we decided to design Cyberview to be highly cutomizable.

We used the results of our field studies to continue to discuss our concept, while dividing the chapters in the report allowed each team member to also focus on writing parts of the paper at their own pace. This enabled us to get a good start at writing it before the actual deadline.

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Process description

To structure our project work, we used the project man-agement process called Scrum. Scrum, which was devel-oped in 1986*, “employs an iterative, incremental process skeleton on which hang all of its practices” (Schwaber, 2007). The iterative nature of the Scrum framework made it suitable for the project, but since Scrum was originally created for software development projects, it needed to be adapted to better suit the needs of our project.

When Scrum is used for a software development proj-ect, a product backlog is created, containing all the tasks that need to be completed in order to arrive at the final working product. The product backlog is then prioritized and split up into several sprint backlogs, containing tasks that need to be completed within several ‘sub-deadlines’. Normally each of these sprints has a length of 30 days, but for this project this was not deemed feasible. After an overview of deadlines was created, it was estimated that sprints of 2 weeks would be more suitable for the project.

A project backlog was created which would in turn be used to create sprint backlogs. To visualize both the backlog and the sprint backlog, a Gantt chart was creat-ed (see also page 12). This chart provided us with a clear overview on where we were in the process, and what tasks were ahead.** Here another adaptation was made to the Scrum process. In a software development proj-ect, tasks can be and should be defined quite precisely.

Scrum In a concept development project, however, tasks are of-ten not that easily defined, as they often depend on the direction the concept takes the team. Tasks were there-fore defined more generally, using an iterative process consisting of: an analyzing stage, through for example methods like SWOT and NABC -> a prototyping stage, where results of the analysis would be incorporated in the concept -> and a testing stage, where the proto-type of the concept would be tested in the field. After the testing stage, the team would start the next sprint by analyzing the results of the tests from the previous sprint and so on. Creating stages in this manner gave us the structure of knowing when to do what, without be-ing too restrictive

A third adaptation was made in the team decision not to use the Scrum roles. Teams who use the Scrum process will assign roles to each of the individual team mem-bers. The core roles of the Scrum process are: Scrum Master, Product Owner and Team, and these are very useful when the team works on individual tasks, but as we worked closely together throughout the process we deemed specific roles unnecessary.

Indsætte billeder fra scrum og gant? ligger i links map-pen.

Process description

* http://en.wikipedia.org/wiki/Scrum_(development)#Sprint_backlog

** http://en.wikipedia.org/wiki/Project_management

05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2402/05 02/08 02/15 02/22 03/01 03/08 03/15 03/22 03/29 04/05 04/12 04/19 04/26 05/03 05/10 05/17 05/24 05/31 06/07 06/1402/07 02/14 02/21 02/28 03/07 03/14 03/21 03/28 03/04 04/11 04/18 04/25 05/02 05/07 05/16 05/23 05/30 06/06 06/13 06/17

INSPIRATION / STARTING UP

CONCEPT: CHOISE

CONCEPT DEVELOPMENT

CONCEPT PRESENTATION

REPORT DRAFT

REPORT HAND-IN

EXAM PREPARATION

EXAM

05/21

04/20

05/25

06/14-17

03/19

13 14 15 16 17 18S P R I N T 0 1 S P R I N T 0 2 S P R I N T 0 3

B U R N D O W N C H A R T 0 1 B U R N D O W N C H A R T 0 2 B U R N D O W N C H A R T 0 3

R E P O R T D R A F T R E P O R T D R A F T: U P D AT E R E P O R T C O M P L E T E D

SWOT/NABCITERATION 01

QUICK+DIRTY

RESEARCH STAKEHOLDER ANALYSIS

DISCUSSIONTARGETGROUPITER. 01

TARGETGROUPDESCRIBTION

PROTOTYPESCENARI0ITER. 01


INTERVIEWTARGETGROUP

FEEDBACKTARGETGROUP

PRODUCTREFLECTION

PROCESSREFLECTION

BUSINESS MODEL MARKETING STRATEGY MANAGEMENT /ORGANISATION

DISCUSSIONTARGETGROUPITER. 02

PERSONADESCRIBTION

PROTOTYPESCENARIEITER. 02


Process description

GANTT CHART

According to statistics, about half of the those who run in Denmark are women. About two thirds of these women run at least once a week.*

People who run, generally have a range of different rea-sons for doing so: exercise, competition, getting energy, becoming healthy, having fun and socializing. Perhaps their target is to lose weight, be able to run faster, run longer or run more often.

Many of the users we interviewed who used running gadgets thought that looking at their gadget while run-ning (for example a watch) disturbed their experiencing the “zone”; a positive and relaxing mental state you can achieve by running. One runner using a gadget helping to train in the right pulse-zones found it very useful, to get into better shape (see Appendix B, D).

Target group

Facts and running as sport “Blue Ocean” – target groupAudience: Women 16-95 years old.Current running gadgets are designed with a masculine and technical looking interface. Since about half of the people running in Denmark are women, we have de-cided to design Cyberview’s main features for the blue ocean of female runners (Kim & Mabourgne, 2005).

Our audience will be the women, for whom running has become a regular part of their life. Women at this stage will be sufficiently interested in the sport of run-ning and the improvements,that can be achieved there, to become interested in buying a running gadget to get more out of their training. Through providing both social and individually targeted features with Cyberview, our goal is to reach out for a “freedom loving”, socially ori-ented audience, that prefers an easy to use and efficient running gadget that will optimize their running in the stressed daily life.

It is natural that runners will advance in their running ability using Cyberview, and therefore it is constructed in a way that does not limit itself to this section of run-ners but will also be used by the more devoted runner, running 3-4 times a week, having a wish for different and customized features. Thus Cyberview has the ability to mature and follow the needs of its target group as they grow into their running skills.

*http://www.idan.dk/Nyheder/566idraetsvanerapport.aspx, http://www.statistikbanken.dk/, KVU81: Voksnes sports- og motionsvaner efter kulturaktivitet og køn (procentdel af voksne)

Concept description

Modern running gadgetsRunning is probably the most universal kind of workout. As an incentive for training, in order to progress or just out of curiosity, people often tend to monitor their train-ing. This, in the world of running can take on multiple forms ranging from the really basic ‘I run for 20 minutes’ to the more scientifically advanced juggling with heart rate data, running zones and so forth. Accordingly, quite a diverse array of running gear is avail-able on the market.The most simple is the stopwatch, which basically just measures elapsed time. For people requiring more data, there are overall 3 major systems, which can be com-bined.

PedometerPedometers are made up of 2 parts: a chip, which you fas-ten to your running shoes and an information processing device which could be a watch, mp3 player and so on. The chip reacts to steps, and streams data wirelessly to the other device. Here, the data is translated into speed information, completed distance, calories consumption, etc. This method is cheap and therefore widespread. Nike is the foremost exponent of this method via their Nike+ running concept.

GPSThe second method is the GPS watch. This system is made up of either one watch integrating GPS function-ality – logging of speed, distance, and basic navigator functionality – or of a GPS module streaming data wire-lessly to a watch, which then processes the information.

This method provides a little more advanced function-ality and is a bit more expensive than the pedometer method. Manufacturers like Garmin and Polar are major actors in this market.

Heart rate monitorThe method of choice for serious runners is monitor-ing heart rate. This method introduces a new piece of hardware: the heart rate monitor. This device, strapped around the chest records heart rate, and streams the data wirelessly to another device, which is either a pe-dometer system, or a GPS device. Heart rate data is used to ‘scale’ your running into different speed ‘zones’, where-by the workout is optimized. Heart rate monitors are of-ten accessories to Garmin and Polar gear. Adidas seems inclined to enter the competition and swallow market shares with their miCoach concept.

WebsiteIt is usually possible to connect the information-pro-cessing device (be it pedometer or GPS) to a computer,

thus supporting the hardware with a software platform, allowing storing workout data, presenting them in the form of graphs, etc. Some manufacturers offer the option of creating person-al profiles on web based platforms, bringing together di-verse services such as data processing and presentation, personal coaching, training programmes, connecting to a virtual network, sale of related gear. They thus create a “universe” or “world” centred on the user and the specific gear being used.

Current target groupsHitherto, it seems as if the use of advanced running gad-gets has been specifically appealing to either the tech-nologically savvy person (the gadget fetishist) or the se-rious runner for whom running has been promoted from healthy hobby to lifestyle. Thus it has involved the use of multiple-part devices, the patience for setting these up, and the uncomfortable interaction moves during the workout.

Nike+ with pedometer Polar GPS watch and PULS Garmin GPS watch

BASIC RUNNING SHOES & OUTFIT +STOP WATCH +PULSE WATCH +ACCELEROMETER +GPS +A.R.(augmented reality)

RED OCEAN BLUE OCEAN

NIKE+ (iTUNES)

ADIDAS MICOACH

Cyberview

Concept description

Running through time: Blue Ocean StrategyThe Blue Ocean Strategy is a metaphor for a new market. The metaphor makes sense when you see it in regard to the counter-ocean, The Red Ocean, which is the ocean of competitors all fighting for buyers, thereby makes the ocean bloody and red. The idea of the Blue Ocean Strat-

egy is, that by redefining the product you can create a new market without competitors. A way of doing that is by adding new highly prioritized values to a given prod-uct which changes the usual rules defining the marked (Kim & Mabourgne, 2005).

The figure below shows the historical development of running gear through time. It shows Cyberview in front of the development in a blue ocean.

CONVENSIONAL PARAMETERS NEWER PARAMETERS OUR PARAMETERS

comfort professional training music social community route tracking visual interface easy to use

NIKE+(ITuNEs)ADIDAs My CoACh

CybErvIEw

Running used to be just about the basics; shoes. As the sport evolved, technology has developed that has changed the way we run today by adding new param-eters. We believe, that by adding “visual interface and “easy to use“ as new parameters we can create the next blue ocean of running.

Our product is interesting, because it combines profes-sional training with easy to use. This especially manifest itself though the visual interface and skinput technology making it ideal to use while running (Kim & Mabourgne, 2005).

Cyberview is thus “standing on the shoulders” of its pre-decessors (Wiener, 1993), combining their “current of-fers”, taking coaching, social interaction and ease of use to a new level.

Concept description

Cyberview Whether sweating in a stadium or treading new paths in the forest, Cyberview is an exciting and rewarding run-ning gadget. It allows the user to keep track of covered distance, down to the single centimeter and heartbeat. Cyberview centres around being easy to use, yet the pos-sibilities offered are endless, and the product is highly customizable.

Ease of use Cyberview’s innovative use of Skinput technology, frees the user from the often-cumbersome and frustrating in-teraction with the running gear that is currently on thee market. Instead Cyberview is controlled by simply snap-ping your fingers.

Keep track of your performance Cyberview’s integrated GPS and heart rate monitor al-lows the user to keep track of all aspects of their workout, by logging such data as distance, average speed, pulse etc. To keep track of this data after running, the brace-let is simply connected to the user’s computer, and it will automatically upload all new data to the Cyberview website. Here, the data is rendered accessible in the form of comprehensible graphs showing how much the user exerts herself so progress can be monitored closely.

Accessible web platformThe Cyberview website offers the user a wide range of possibilities. Here she can visualize her progress, custom-ise personal running programs, hook up with friends, is-sue or accept dares and challenges. Find expert advice

on training, diet and all matters of useful subjects. Cyberviews web platform is extremely easy to use, and will keep up the runner’s motivation for working out.

Your personal coachCyberview makes adjusting the user’s running goals easy. By clicking on the ‘coach’ tab the users have ac-cess to finding a running program fitting their personal needs. Based on heart rate monitoring, fitness experts have developed a multitude of running programs for Cy-berview all suited for different purposes like: starting up, running 5k, 10k, marathon, half marathon, etc. Whenever the user has created a program she is satisfied with, it can be downloaded Cyberview.

Find your wayCyberview’s GPS functionality enables it to serve as a ba-sic GPS navigator. It can thus guide the user to a particu-lar destination, help her to return to their starting point, run cross-country, etc. From the Cyberview website you can also download new running routes, either standard ones or those recommended by other users. The direc-tions will be streamed to your glasses, freeing the user from memorizing routes and creating the possibility of varying the user’s running route.

Three partsThough brimming with cutting edge technology, Cyber-view is actually really simple to use. It consists of just 3 parts. A bracelet, a pair of running glasses and some software.

The bracelet Strapped close but comfortably to the wrist, the Cyber-view bracelet is actually an elegant and state of the art computer. It contains fine tuned GPS technology moni-toring the user’s training in real time, The Cyberview display with data such as speed, distance and location by streaming it wireless using Bluetooth. The bracelet also contains sensors that measure your heart rate. Us-ing heart rate data is the way to get the most out of a workout, and is much more precise than for example a pedometer. Using the heart rate monitor the user can reach her goals fast, but without overexerting herself . The bracelet has no obvious controls. That’s because pressing small buttons pressing small buttons on a device strapped to your wrist or arm while running is awkward. Instead, Cyberview simplifies interaction. The integrated Skinput technology allows you to control the device by just snapping your fingers. The bracelet reg-isters the sound, and transforms this into a predefined input. Just like pressing a button or turning a switch. The bracelet does not have any display, just one button (on/off). Looking at smallish displays, bending your head while running and reaching over for buttons is annoying and unnecessary. Cyberview puts the data right where it should be: in front of the user’s eyes. The wireless tech-nology integrated into the bracelet streams data directly to the running glasses.

The glassesCyberview’s glasses presents information wirelessly

Concept description

streamed by the bracelet to the user. She perceives the environment as usual, but additional information - speed, distance, coaching advice, directions - is pre-sented via an advanced form of glasses that carry micro displays (Augmented Reality, AR). The user can deliber-ately customize this visual information beforehand. The interaction (eg. control of information displayed) takes place via the aforementioned Skinput technology. This results in personalized, mobile, interactive, see-through AR Displays.The data or the image is displayed unobtrusively to the side of the display on the lenses, making the image ap-pear as if it is about 5 meters in front of the wearer. This distance is the standard distance, and can be customized online through the Cyberview website. The OLEDs in the display have been used to produce a high-luminance micro-display, as the image needs to outshine the ambi-ent light to be seen clearly against changing and highly contrasting backgrounds.

The SoftwareThe first time the user connects her bracelet to her com-puter via the integrated Micro-USB, she will be prompted to download a program from the Cyberview homepage. This program allows the user to customize their device entering data such as age, weight, etc. The program also allows the user to customize the type of data they want

displayed - running data, GPS info, coaching info - and to set the Skinput controls to their liking. The user can also choose to set up a profile on Cyberview’s homepage, and thus expand the functionality considerably. There, she gains access to personalized training programs that can be downloaded to the bracelet.

Concept description

Terms and TechnologiesAugmented realityAugmented reality (AR) is a term for a live direct or in-direct view of a physical real-world environment whose elements are augmented by virtual computer-generated imagery. It is related to a more general concept called mediated reality in which a view of reality is modified by a computer. As a result, the technology functions by en-hancing one’s current perception of reality. In the case of Augmented Reality, the augmentation is conventionally in real-time and in semantic context with environmental elements. With the help of advanced AR technology (e.g. adding computer vision and object recognition) the in-formation about the surrounding real world of the user becomes interactive and digitally usable. Artificial infor-mation about the environment and the objects in it can be stored and retrieved as an information layer on top of the real world view. Augmented reality research explores the application of computer-generated imagery in live-video streams as a way to expand the real-world. Ad-vanced research includes use of head-mounted displays and virtual retinal displays for visualization purposes, and construction of controlled environments containing any number of sensors and actuators.

Concept description

SkinputUS researchers have recently come up with a new skin-based input system called the Skinput. The designers, Mr Harrison, a PhD student in computer science at Carnegie Mellon and colleagues Desney Tan and Dan Morris from Microsoft Research* have come up with the idea of using the sounds of fingers tapping on skin. A tap with a finger on the skin moves acoustic vibrations through the arm. Some waves travel along the skin surface and others penetrate through the body. The sound waves are then picked up, and specialized software allows differentiat-ing between taps, finger snaps and so on.

At the moment the gadget is still in the prototype phase, but the designers are looking to push the limits of this new creation. They are hoping to compress the design to about the size of a small wristwatch. The inventors are looking to use Bluetooth connection so it can be used in conjunction with other devices, allowing a new interac-tion mode.

BluetoothBluetooth is a proprietary open wireless technology standard for exchanging data over short distances (us-ing short length radio waves) from fixed and mobile devices, creating personal area networks (PANs) with high levels of security. Invented by telecoms vendor Er-icsson in 1994, it was originally conceived as a wireless alternative to RS-232 data cables. It can connect several devices, overcoming problems of synchronization. Blue-tooth data transfer is widely used in for example mobile phones, headsets, wireless mice and keyboards.

* http://en.wikipedia.org/wiki/Skinput

(AM)OLEDOrganic Light Emitting Diodes (OLED) are electronic de-vices produced by placing a series of organic thin films between two electrodes. If an electrical current is ap-plied, a bright light is emitted. OLEDs are ultra-thin, very light and energy-saving. Such devices can be used in television screens, computer monitors, small, portable system screens such as mobile phones and PDAs, etc.They provide a fuller viewing an-gle, a brighter picture and cause less production costs than liquid crystal systems. Furthermore, OLED displays do not require a backlight to function. Thus, they can display deep black levels and can be thinner and lighter than LCD panels. OLEDs can be categorized into passive-matrix and ac-tive-matrix displays. Active-matrix OLEDs (AMOLED) require a thin-film transistor backplane to switch the in-dividual pixel on or off, and can make higher resolution and larger size displays possible.

Concept description

Heart rate monitorA heart rate monitor is a personal monitoring device that allows a user to measure their heart rate in real time or record their heart rate for later study. Modern heart rate monitors usually comprise two elements: a chest strap transmitter and a wrist receiver or mobile phone. Another style of heart rate monitor replaces the plastic round-the-chest strap with fabric sensors - the most common of these is a sports bra for women which includes sensors in the fabric.In old versions, when a heart beat is detected a radio signal is transmitted, which the receiver uses to deter-mine the current heart rate. This signal can be a simple radio pulse or a unique coded signal from the chest strap (such as Bluetooth, ANT, or other low-power radio link); the latter prevents one user’s receiver from using signals from other nearby transmitters.Newer versions include a microprocessor that is con-tinuously monitoring the EKG and calculating the heart rate, and other parameters. These can include acceler-

ometers that can detect speed and distance elimi-nating the need for foot worn devices.There are a wide number of receiver designs, with vari-

ous features. These include average heart rate over ex-ercise period, time in a specific heart rate zone, calories burned, breathing rate, built in speed and distance, and detailed logging that can be downloaded to a computer.

GPSThe Global Positioning System (GPS) is a global naviga-tion system that is based on triangulation from a constel-lation of 24 satellites orbiting the earth. A GPS receiver pinpoints its position on earth by measuring its distance from the satellites. It does so by calculating the time it takes for a coded radio message to pass from the satellite to the GPS unit. A GPS unit needs measurements from at least 3 satellites to determine its exact position. With four signals, height may be determined as well. GPS provides reliable location and time information in all weather and at all times and anywhere on or near the Earth where there is an unobstructed line to the GPS satellites. GPS receivers are nowadays embedded in a variety of devices ranging from personal navigators over mobile phones to watches.

Early prototypes

LOOK AND FEEL

ROLE

IMPLEMENTATION

In order to look at our concept from several different an-gles, we made three prototypes of Cyberview. This was done at a point in the process where some features had not been entirely defined, so some of the details here might not be congruent with the final concept. What kind of technologies and parts the concept would con-sist of was visualized in our implementation prototype. To simulate what it might look like when users are actu-ally wearing the glasses, we created our role prototype. Lastly we made a look and feel prototype to try and pic-ture what the glasses might actually look like (Houde & Hill, 2000).

These three prototypes helped us to clarify what it was we wanted to accomplish with our concept.

What do prototypes prototype?

Concept description

Stakeholders analysis

Cyberviews development and implementation is to a high degree dependent on a wide range of stakehold-ers attitude towards the project. It is therefore crucial to lobby these stakeholders into realising their interests in the project rather than to see it as a threat to their busi-nesses (Andersen et al., 1999). Potential stakeholders and Cyberviews relevance for them is shown in the table.

STAKEHOLDERS

- Sporting gadgetCompanies

- Sporting apparel Companies

- Companies concerned with GPS technology

- Companies producing sunglasses

- Health magasines / homepages

- Running clubs

- Retail stores

- Runners

why interested how can they affact the project

- Ever growing market- Stay competitive- Expand

- Advertising- Entering competition

- New business areas- New functional use of their technology

- New business areas- Promotion

- Promoting running- Advertising opportunities- Subsidized sales can increase sales of their magasines

- Advertising, subsidized sales can increase number of members.

- Can increase revenue

- The product is going to support and enhance their expereince

- Have research/funding possibilites- Possible sponsers / partners (can also be direct competitors)

- Can fund/sponsor the development phase of the project. - Can be one of the distribution channels

- Have research/ funding possibilites- Possible sponsers / partners

- Can fund/sponsor the development phase of the project. Their knowledge can be useful during the development. - Can contribute to lower product price



- Will act as many distribution channels

- Well, no buyers, no business

BUSINESS PLANInnovation, Concept development & Project Management, F2010 - Teacher: Thomas Pederson

GROUP 3 Renée Korver Michan (dutchgirl 301082) Charlotte Lærke Weitze (clwe 301164) Mark Esbech (mesb 150883)

Cyberview

Executive summary

Although running has become big business in the past few years, running gadgets that are currently on the mar-ket are complex devices, often with displays that are too small to be useful during the run itself. These gadgets are marketed for men, especially technology savvy men, thereby creating an enormous opportunity for Cyber-view to be marketed to female runners and thus capture a share of users that are being neglected.

Cyberview is an exciting product which uses cutting edge technology to enable runners to receive live visual feedback while they run. Cyberview is incredible easy to use, and has been designed to function as an extension of the body.

We recommend a retail price for Cyberview of 1000 kroners, and estimated sales of Cyberview in Denmark predict a revenue of 14.646.250 kroners approximately 3 year after being released on the market.

In order to develop Cyberview into its final, sellable form and finance a marketing campaign for the product on the scale that is required, we estimate that a sum of 28.210.000 kroners is needed.

The team behind the development of the concept of Cy-berview consists of:

Charlotte – who has extensive experience as project manager and has a knack for thorough research.Mark – originally a trained architect, Mark is a talented graphic designer, and web developer. Renée – a skilled programmer and software developer.

The design and functionality of Cyberview is based on the results of field studies and meticulous research into the market for this particular type of product.

Business model*

Revenue Streams

Key Activities Partner Network

Key Resources

Value Proposition Customer Segments

Channels

Customer Relationship

*Based on: Business Model Canvas: (Osterwalder, Pigneur, & al. 2010) - http://en.wikipedia.org/wiki/Business_model

Cost Structure

INFRASTRUCTURE OFFERING CUSTOMERS

FINANCES

Companies selling/producing:- Sporting gadgets - Sporting apparels - GPS technology - Sunglasses

Furthermore:- Health magazines / homepages - Running clubs - Retail stores - RunnersCyberview’s concept might be sold to an existing player on the market of running equipment, and throughout their brand, finances and production appa-ratus Cyberview can be further developed, produced, launched and sold.We call this: “THE CHOSEN PLAYER”

Choose The PlayerProduct DevelopmentProduct ProductionProduct LaunchProduct SaleProduct Development

Keep a close connection to the users, their needs and develop the product from that perspec-tive together with cutting edge technology and high ambition concerning usability.Use financial power to develop and produce Cyberview, and organizational power to launch and sell Cyberview.

CyberviewGlasses for the ultimate visual running experience.Training, Feedback, Relaxation, Learning etc, all throughout a unique Skinput controlled AMO-LED implemented display.Running equipment targeted to women.

We see a need to make a run-ning gadget focused on female runners that:- is profoundly user friendly - is ideal for training- gives a greater experience- functions as a natural exten-sion of the body

The Cyberview website offers the user a wide range of pos-sibilities. A tool to keep up the runner’s motivation for working out

Sports ShopsOnline Sales WebsiteRunning Organisation

THE CHOSEN PLAYERReuses existing overall market-ing and distribution strategy, however with a product adapta-tion.We will develop a conventional marketing campaign and use the medias: TV, radio, papers and sport Magazines to promote Cy-berview.

Audience: Women 16-95 years old.Our audience will be the wo-men, for whom running has be-come a regular part of their life.Cyberview will also be used by the more devoted runner, run-ning 3-4 times a week, having a wish for different and custom-ized features. Thus Cyberview has the ability to mature and fol-low the needs of its target group as they grow into their running skills.

Profit from product sales in Sports Shops, Online Website and throughout Run-ning Organizations.In 2016 Cyberview will have had a: Revenue: 47.856.250 kr.Expenses: 33.210.000 kr.Profit: 14.646.250 kr. and rising through launch in other countries

Development budget: 25 million kr.Marketing Budget: 7.8 million kr.Cost per item: 300 kr.Retail price: 1000 kr.

Estimation that 73.625 runners might buy Cyberview over the first 3 years in Denmark.

Business description

Running has become big business in the past few years. The trend is global and shows very clearly in Denmark. In fact figures show* that at least 25 percent of the pop-ulation run regularly. Running is thus among the top workout forms, and people are increasingly willing to pay for it. Sales of running apparel and equipment are soaring, running clubs experience a substantial influx of new members, races like the Copenhagen Marathon or the DHL Stafet are being organized, drawing hundreds of thousands of participants yearly, and generating rev-enues in the millions. In addition to this, an increasing number or websites are popping up dealing with all as-pects of running such as: diets, coaching and sharing of experience.

Retailers specialized in selling running gear like Mara-thon Sport have become popular and have prospered. Traditional sports gear retailers like Sports Masters, Den-mark’s largest sporting goods retail chain report sales of running-related products growing by at least 20% yearly

for the past 5 years**. In addition they experience a rising demand for specialised equipment and expert advice. This illustrates the fact, that running for many people has turned into a serious occupation, often governed by the same expert methods that people use in their profes-sional occupations: setting up running projects, working out strategies to reach the goals, evaluating the process, and so on.

Running has unquestionably undergone an unprec-edented commercialisation and professionalisation, and everything seems to indicate, that this trend will continue. In all likelihood, it will become even more pro-nounced. This indicates a huge and growing market for running related gear both innovative and more tradi-tional: apparel, shoes, gadgets (GPS, HR monitoring, etc), sports glasses, music, mp3 players. But also for services such as organized races, running clubs, coaching, diets, knowledge distribution.

The industry

* fodnote: http://m.berlingske.dk/article.pml?guid=4940962 ** fodnote: http://m.berlingske.dk/article.pml?guid=4940962

Giant actors such as Nike and Adidas have eyed the enor-mous potential for revenue in this specific market and are throwing their weight into the fight for existing and to-be customers. Their offers show that the main focus for success are use of advanced technology, a continual focus on interaction design (eg. user-friendliness), inno-vative uses of web based services and, an ongoing effort to make running accessible to the non-professional seg-ment.

These focus points are to be reckoned when entering the competition. In fact, our company intends to take it to a whole new level. We are going to integrate cutting edge technology into certain artefacts with a special emphasis on making the end product simple, natural and attrac-tive to use. Our aim is to present the customer with an experience of augmented or enriched reality that feels inherent, and quickly will become indispensable.

That’s because, under the hood and invisible to the eye, we crammed a plethora of cutting edge technologies. GPS for running and location based data, Heart rate monitor for optimizing the workout, AMOLED micro display for the live information feed, wireless streaming from bracelet to glasses, Skinput technology enabling use of your body for control of the device, and enough processing power to coordinate all this data.

The software enables you to customise which data, you’d like to have displayed during your run. It also allows you to set the Skinput keys (like the snapping of fingers), that grant you control of Cyberview.

But you can take it even one step further. Set up a profile on www.Cyberview.com, and access a multitude of free services: upload your runs, download your friends’ and compete with them visually via the Cyberview glasses. Download maps and get directions shown on your glass-

Picture 2 accessories. A bracelet that fits your wrist tight-ly but comfortably and a pair of running glasses. Noth-ing special. Except for the fact that they look darn good. Nothing “I am pro, and my gear needs to show”-like. You could wear these things anytime, without having people think, that you escaped from a stadium. Now, grab the gear, put it on and press the logo. When you are ready, snap the fingers on the arm wearing the bracelet once, and start running.

Unobtrusively, in the periphery of your field of vision, where you can choose to focus or not, comprehensible data related to your workout are shown in real time. Us-ing the gear right out of the box, speed and elapsed time are displayed. Awesome - but just a tiny fragment of Cy-berviews actual potential. Spend a little time customiz-ing the gear, via the supplied and extremely user-friend-ly software. You’ll soon realize the complete freedom you now have to plan, monitor, log and evaluate your runs. The options are endless.

Cyberviewes while running. Choose between a multitude of run-ning programs based on heart rate feedback gathered by the bracelet, and get running instructions displayed real time on the glasses. No need to take your eyes off the road, nor to memorise workouts or routes or heart rate tables. Cyberview does it all, and displays it in front of you.

Cyberview thus picks up on the increasingly goal orient-ed and professional approach to the running business. Being a very versatile product, Cyberview will cater for the beginner as well as for the semi-advanced and the professional runner.

Cyberview packs advanced data logging technology into one, takes care of the thinking, and gives the run-ner intelligible visual feedback all the while being simple and fun to use.

Business description

The market

There are several running gadgets on the market, most like for example the Garmin Frontrunner series and the Polar running watches limit themselves to a single de-vice, namely a (GPS) watch with a number of relevant functions to runners. Our two main competitors on the current market are Nike+ and Adidas miCoach.

Nike+ was launched in May 2006 and currently boasts over 1.2 million users, thereby having gathered “the largest community of runners ever assembled”*. Nike+ is very much aimed at creating an online community of runners where its users can share their running data and socialize with other runners. A standard Nike+ sports kit costs about 200 kroners, but the kit does require the user to possess an Apple Ipod (about 1000 kroners), and spe-cial Nike running shoes (about 1000 kroners) to work.

Adidas miCoach was officially released on the 20th of March 2010 and is therefore a relatively new running gadget. It consists of more parts, and its target group is the professional runner, who wants to collect more data than is available from Nike+. Since Adidas miCoach is still so new, no reliable figures on its market share are avail-able as of yet. It does expect, however, to obtain a share of the market that is currently taken by Nike+. With pric-es from about 800 kroner, all depending on the number of gadgets/possibilities you would like to have, Adidas miCoach is much more expensive than Nike+.

Although Cyberview as a concept will appeal to runners across the world, we have decided to start selling Cyber-view in Denmark at first. The team feels that this would be a prudent decision since a national campaign will be more easily managed and allow us to fine tune the cam-paign as it comes along.

The main target group of Cyberview will be female run-ners. Current running gadgets that exist are often aimed more at men, specifically technologically savvy men, and we believe that by aiming for female runners, Cyberview with its value being ease of use will move us into a mar-ket where it has few competitors.

Jeg fik engang sådan et pulsur, som kunne mange af de ting (GPS, Puls mv.) som jeg godt kunne tænke mig. Men jeg solgte det igen, det var alt for svært at bruge det. Men jeg ville gerne have et ur der havde GPS, puls, tid mv., det skulle bare være let at bruge detfemale runner, 58 years old

As stated before, running in Denmark has become in-creasingly popular, and people are willing to pay for it**. The most recent and reliable figures indicate that there were approximately 303.767 female runners in Denmark in 2004***, and 483.818 in 2007 suggesting an upward trend. If we were to make an estimation of the number of female runners anno 2010, a pessimistic one would be that around 500.000 women run in Denmark.

We feel that our concept will appeal most to runners who have moved past the beginner stage, and have integrat-ed running as part of their life. Such runners who know that this form of exercise appeals to them will start look-ing into ways of optimizing their running experience; to get more out of it and that is where Cyberview comes in. According to numbers on how often women exercise per week, around 31.5% of the women who exercise do so least once a week, and 27.4% of the women exercise three times or more a week*****.

Using the numbers above, the section of the market in Denmark to which Cyberview will be aimed will consist of approximately 294.500 female runners.

* http://www.wired.com/medtech/health/magazine/17-07/lbnp_nike?currentPage=all ** http://www.berlingske.dk/danmark/danskerne-bruger-millioner-paa-loeb

““

*** http://www.statistikbanken.dk/, KVU61: Voksnes sports- og motionsaktiviteter efter kulturaktivitet og køn (procentdel af voksne)**** http://www.idan.dk/Nyheder/566idraetsvanerapport.aspx***** http://www.statistikbanken.dk/, KVU81: Voksnes sports- og motionsvaner efter kulturaktivitet og køn (procentdel af voksne)

Competitors Target group

We aim to capture part of the market that is currently oc-cupied by Nike+ and Adidas miCoach. Cyberview will be launched, and marketed first in Denmark, after which it will be released in internationally.

We as a company offer a concept that is up to speed with the demands of the modern market. The easy with which Cyberview can be used, the visual aspect of Cyberview and its ability to bring people together asynchronously puts it ahead of its competitors, who have not ventured in the area of this kind of live visual feedback. They re-main stuck in their wrist worn, button controlled inter-faces. Cyberview is developed for the running market, not the gadget market. Its potential lies in the fact that the concept is expandable, adaptable therefore minimiz-ing the chance of becoming ‘outdated’ and left behind as our competitors will be (Levitt, 1960).

Our product is a discontinuous product (Katz, 2009), and will therefore require a change from the way our tar-get group views running gadgets. Most runners are not used to running with glasses, and none of them will have experienced being able to receive live visual feedback (Moore, 1998).

Those who will buy Cyberview first, will be a part of the innovators or early adopter categories. In collaboration with the media agency we will employ, marketing strate-gies will, to begin with, be directed mostly towards this section of the market. Innovators will be interested in Cy-

berview, because it is different from the other products on the market, they will be eager to try it out and see what it is like. Early adopters share the curiosity of the in-novators, but are more interested in its practicality than its technological prowess. Cyberview will appeal to them because of its ease of use and ability to let the runner be in her zone and optimize her running routine. The sales of Cyberview will be expected to follow the s-curve of the adoption rate. When Cyberview has been established as a new trend, and its sales are rising fast, it will be made available to more countries, thus fuelling its sales before the numbers will reach a level of saturation. The team behind Cyberview will not make the same mis-take as so many other high technology companies, but will collaborate with our media agency closely to have them market Cyberview continuously and reliably.

Nike+Nike+ seems to be directed at the ‘mass market’. Its social aspects attract a lot of users. Nike+ limits itself through the type of information is gives (distance, calo-ries burned, time and the pace of your run) which is too limited for more experienced runners:

I find the Nike+ too simple *

Nike+ cuts off more users through its collaboration with Apple Ipod, and its limitation to Nike running shoes for the running sensor. Another more serious problem with the Nike+ system is the apparent ease with which people can ‘hack’ their way into the user data recorded by the RFID based running sensor, which might scare off people who do not want to run the risk of such tracking**.

Adidas miCoachAs opposed to Nike+, Adidas miCoach seems to focus more on capturing a share of the more professional runners. Like Cyberview it uses a heart rate monitor to record the runners pulse, which is a more precise way than using a pedometer. This meter is located in a de-vice that has to be strapped to the chest with an elastic band, which is uncomfortable while running. The gadget also requires more of the user technically, but is more compatible as it can be used with any running shoe of mp3 player. It offers more possibilities on its web site in terms of graphs and data, but it is not possible to share anything with other runners, a possibility which Nike+ heavily promotes.

*http://www.calvinshub.com/2010/02/nike-or-adidas-micoach-pacer/ ** http://www.wired.com/science/discoveries/news/2006/11/72202

““

The market

Market share Business position

CyberviewCyberview combines the social with the professional by offering a new running solution to its customers. With Cyberview you get: ease of use, efficient heartrate based training, GPS, data collection and analyzing, all offered through a new way - right in front of your eyes!

What makes Cyberview different: It has a social aspect, that allows you to compete asynchronously with your friends in augmented reality, and you can download dif-ferent running programmes based on heart rate feed-back. The usability is one of Cyberview’s main priorities, because we want it to feel intuitive and as a extension of your body. When running using our product, women will be able to get live visual feedback on their progress. Instead of having to reach to change settings etc. they will be able to control the input by snapping their fin-gers - easy. No movements interrupting the ‘zone’ they are in. You are in control. You can Cyberview provides women with the ultimate running experience.

Off the shelf, our product consists of a pair of Cyberview glasses, and the Cyberview bracelet.

From our field studies, we have learned that runners (who were interested in running gadgets) are willing to pay about the same amount as they did for their current gadget (see appendix for field studies). This input has inspired us to price Cyberview competitively setting the price for sales to retailers at 950, and having a recom-mended retailing price of 1000 kroner. This price is based on the main competitors of Cyberview, namely Adidas miCoach (800 kroner) and Nike+ (between 200 and 2200 kroner). Please see the financial statement section for a more detailed overview.

Nike+ distribution channels are the Nike web site, other sports related web sites and the more specialized sports shops.

Adidas miCoach is still relatively new, but it looks as though they will use the same distribution channels. At the moment it is still very internet oriented, and there-fore not available in shops in for example Denmark as of yet.

Cyberview will most probably make use of the same channels as its competitors, though it will be marketed tin Denmark to begin with.

The market

Pricing DistributionsBusiness position

Since our product is aimed at female runners who have integrated running as part of their lifestyle, an obvious place for its promotion would be through running shops with some connection to running teams, like for example “Endurance Sport” . Another obvious opportunity would be offered through the larger running events like for example ‘IFORM kvindelø’b” or ‘Sparta kvindeløb’. Such events might be used to organize product demonstra-tions as our target group will be heavily concentrated at such places. This will give us the possibility of reaching as many as possible without wasting resources.

The product should be put into production at the start of the running season in the Spring, to ensure the longest possible stretch of use.

Cyberview offers a more preferable solution for runners who are interested in optimizing their running experi-ence than the solutions that are currently on the market.From the results of our field studies, we know that a large part of our target group uses running gadgets. If we were to estimate that we could potentially capture 25% of the female runners in our target group, that would mean roughly 73.625 runners who might buy Cyberview.

When taking into account the sales price to retailers (950 kroner) and cost per unit of the manufacturing of Cyber-view (300 kroner), we estimate a revenue per unit of 650 kroner.

Altogether these numbers suggest a sales projection in Denmark alone of approximately 47.856.250 kroners. (Also see Financial Statements).

Promotion plan Sales potential

The market

Product developmentIn order to develop and test Cyberview from a concept to a working prototype by integrating several hi-tech technologies, we will need a team of skilled experts. Information in the following section has been acquired in collaboration with Goran Rudan, machine engineer and former employee at Motorolla’s mobile develop-ment department in Ålborg.

Cyberview will be developed in two iterations. During the first stage, a working prototype will be created, during the second, this prototype will be developed further into a final ready-to-sell product. We intend to involve our end users throughout the second stage to ensure a higher success rate when the product is re-leased on the market.

To optimize team efforts during the development of Cyberview, we would want our engineers to structure their work after the Scrum process. This will assure that they work together while working on their own area of expertise and assure that the design of Cyberview’s technical parts follow an iterative process.

Our function in this process will be to coordinate the employees using our abilities to ensure the success of Cyberview and to organize the non-development re-lated aspects of Cyberview.

When hiring people for developing the prototype there are two possibilities: 1) Hiring people as consultants, providing a labora-

tory/ office for them to work2) Asking small companies to develop the prototype for us in their own environment.In this business plan we have made the development budget, assuming that we will work with the engineers and software developers through other companies.

Development of a working prototype1.Stage: Duration 6-9 months. At this stage we will develop a working prototype. Here the greatest challenge will lie in getting the various tech-nologies to “talk” together.

For this job we will employ: 1-2 mechanical engineers 2-3 electric engineers 1 antenna engineer.

The engineers will contact companies, that mass pro-duce the various technological components of Cyber-view commercially, to find the relevant technologies to use in Cyberview and negotiate the best possible buying prices. This should be relatively easy concerning most of the technology components (e.g. the pedometer, AMO-LED and GPS) but might be a challenge in terms of the Skinput technology since it is currently still in the devel-opment phase.

It will obviously be important to have financial support to continue the development from the first, working pro-totype until we end up with the final product. When the first prototype works, we will have made the creation of Cyberview plausible.

Design and development

Product, market and organisation

* Source for salary/month: www.jobindex.dk,

DEVELOPMENT BUDGET *EMPLOYEES AND MATERIALS

Mechanical EngineersElectro engineersAntenna engineersSoftware developersLawyerProgrammersArt directorSocial-website-ekspertDesignerConcept developersMaterials for the prototype

Total

NUMBER

1.52.5

125

161113-

MONTHS

24242415

1699

1530

-

SALARY/MONTH (KR.)

40.00040.00040.00040.00050.00045.00045.00040.00035.00025.000

-

DEVELOPMENT BUDGET

1.440.0002.400.000

960.00015.000.000

50.0001.620.000

405.000360.000525.000

2.250.000400.000

25.410.000

2nd Stage: Duration 1 - 1½ year. After developing a working prototype, we estimate that developing Cyberview into its final, ready-to-sell form will take another year to a year and a half. We will continue to employ the engineers from the first stage, and in addition we will recruit 20 software devel-opers to make and test the more intricate parts of Cy-berview. To ensure Cyberview will be developed with usability in mind, we will employ a designer with a solid background in usability.

As a part of getting the final prototype fully developed and tested the companies delivering the various techno-logical components of Cyberview will be asked to cus-tomize their products for the use in Cyberview. Another strategy would be to invite a company, which already has a development department, and ask them to devel-op the prototype.

In order to develop the website for Cyberview we will employ 6 programmers for approximately 6 months. We will need consultants an art director and a social web-site-expert, for this part we will allot 9 months of work.

We will hire a lawyer specializing in writing contracts in digital businesses.

Market developmentIt is our plan to develop the outlines for the marketing strategy for Cyberview as a part of the concept as well, since our competitors are very strong in the marketing

area, and the strategy to get into the market will be of great importance to ensure the success of the product.

Marketing of Cyberview - a campaign in Denmark As part of our exit strategy, we have estimated the bud-get for the development of a marketing campaign for Cyberview in Denmark. Our budget is made based on development prices.

All parts of the below proposed marketing campaign have been made in collaboration with Louise Madsen, art director at the advertising company Bates*. Bates has worked with, for example Coca Cola, Post Danmark, and DSB (Harry commercials), and was selected because of its experience. The media used for our campaign are based on Louises expert opinion on what the best ap-proach would be, tailored to our concept, since it is a dis-continuous product.

A team of experts will look at Cyberview and the values we associate with it. Using this, they will create several types of ‘Creative Concepts’ , and pitch those to us. One of these themes will be chosen, and used to form the basis for Cyberviews marketing campaign. Campaigns will be created for on air TV commercials, a promotional website and adds for traditional media such as newspa-

per and magazines. An overview of the costs of our mar-keting campaign can be seen below.

This amount will be paid by the end users of Cyberview, but we include it in this overview as we consider it to be crucial to the success of Cyberview.

Product, market and organizational developmentThe development of Cyberview will be going throughthe following stages from the current concept until wereach our exit strategy.• Applying for patent, before showing the concept to in-vestors ** it is advised in the patent business, not to show your concept to any other company or investors before you have applied for patent, since there are numerous stories about other companies copying the idea.) Immediately after:• Applying for investors that will be interested in finan-cially supporting the development of the Cyberview prototype. According to Giovanni Orio, Business Advisor at Copenhagen Business Center a suitable fund to make such an application to, would be the Danish ‘Teknologi-fonden’.• Contacting experts on Skinput technology. Investigat-ing the legal rights concerning the use of Skinput tech-nology.

*Louise Madsen, artdirector at the advertising agency Bates, Landemaerket 29, 1119 Copenhagen K**According to Anne-Mette Weitze, Employee at Budde Schou Patent Attorneys

MARKETING BUDGET Creative Concept Development: (first presentation) Development of campaign + marketing /completion for on air TV commercialsDeveloping campaign website + marketing + hostingDeveloping ads + production / completion of indentationMedia prices (papers, magazines and television commercials)TOTAL

500.000 1.500.000

500.000 300.000

5.000.0007.800.000

KR


well.• The product is modified and tested again.• Marketing strategy planning in detail.• Exit strategy• Contacting buyers until success, modifying the conceptin each case.• Making contract with buyers• Exit

• Contacting and hiring consultants for building the pro-totype of Cyberview.• Creating the web-site-prototype for Cyberview.• The concept is developed to the final prototype.through several iterations and tests.• Business plan revised based on the final concept and prototype.• Tests of the final prototype on larger part of targetgroup, testing the use of the Cyberview homepage as

SCHEDULES AND COSTS

Cyberview state

Applying patent

Applying investors

Contacting experts on Skinput technology

Investigating legal rights (Skinput technology)

Contacting and employing for building the prototype

Creating the website prototype for Cyberview

Iterations and tests until the final prototype

Business plan based on the final prototype

Business plan revised based on the final concept

Tests on larger part of target group

Testing the use of the Cyberview website

The product is modified and tested again

Marketing strategy planning

Exit strategy

Contacting buyers until success

Making contract with buyers

Exit

JUL’10 OCT’10 JAN’11 APR’10 JUL’11 OCT‘11 JAN‘12 APR‘12 JUL‘12 OCT‘12 JAN‘13

Concept Start Development Rough prototype Final prototype - Go to market

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/----------/

This could of course be defined in more detail, but fornow, we believe, that this will give a picture of the devel-opment strategy.


Creative team, operation and management

Cyberview is developed by a creative team of 3 persons with competencies in IT development. They are graduate students in Digital Design and Communication at the IT-University.

Mark is an architect and has gained experience in con-cept development throughout his education and work .

When doing architecture it is absolutely nessesary to have a good overview of everything and think holistic. Due to the scale you cannot know about everything - but by having an overview you are able to make sure if all the elements make sense in a bigger perspective.

Furthermore visual communication is a key competence.

Renée Korver Michan has extensive contacts in the prod-uct’s target group, which would enable the company to promote and distribute the product through these chan-nels.

Keeping in close touch with our target group, means that we as a team will be able to monitor the market closely, and be able to react to any factors whether positive or negative, that have a bearing on our product.

She also has programming and administrative experi-ence, and will therefore be able to play a role in the de-velopment of the Cyberview website.

Charlotte is a trained pianist and because of this, she has learned to go deep into a subject, a skill that is useful in the different kinds of research that is needed in the pro-cesses Cyberview is going through.

She also has experience as project manager, concerning the process of structuring the process, being the anchor-person and keeping deadlines.


Cyberview’s opportunities What about us?Having women as our main target group does, of course, not mean that men cannot use the gadget. We have sim-ply recognized that women are being neglected by our competitors, and therefore consider this a great oppor-tunity to move Cyberview into an area where it has few competitors (at least marketing wise). It would be rela-tively easy to develop a ‘male’ version of Cyberview, since the software of the product would be the same. Changes might be made to the coloring of the glasses and brace-let even though the design of Cyberview is relatively unisex. It would not be very complicated or expensive to make these changes.

MusicAfter lengthy discussions, the team decided not to in-clude music as one of the basic features of Cyberview. A way to extend the possibilities of Cyberview could be to produce an accessory to Cyberview in the form of a small Bluetooth pin. This pin would have a connection hole for any regular headset, and it should have a small clip mechanish, allowing the user to fasten it to their clothes securely. The pin would have a micro SD card with a memory, for example, 2 gigabyte. Users would then be able to download an ‘audio coaching’ feature from the website onto the bracelet, and be able to download mu-sic onto the SD card. The system would then be able to offer audio as well as visual coaching, and to allow the user to listen to their favorite mix while they run.

Using the music pin addition to the glasses will require a bit more of the user technically, which is the main reason why we chose not to include it in the initial production of Cyberview.


The risk of not being a success.As we have seen from our field studies, some runners expressed concerns on running with glasses, since they find is limits their feeling of freedom.Taking into account, that our informants are not to be considered representative for all runners, this is consid-ered a valid risk, and we will work against it by working on making the glasses light, comfortable and tight fit-ting. It should feel as though the device becomes like a natural extension of the body when worn.

It has been suggested by our interviewees that it might be a distraction with the augmented reality, when run-ning in the streets, this of course would have to be tested meticulously, and might influence the kind of display al-lowed for the glasses.

Financial risksThere is a risk, that we will have difficulties in financing the development, prototype production and sale of Cy-berview.

We plan to diminish this risk as much as possible by working structured and focused on knowing our prod-uct and the market around the product in depth.

We will attract investors by presenting a credible, thor-ough, price right and a captivating product.

Challenges and risksTechnological risksSome of the technologies that are used in Cyberview have not yet been fully developed, and is combined with current technologies in a new way.

There is a risk that we will not be successful in applying and implementing these technologies, but it is a known risk in the development of digital artifacts, as it constant-ly tries to move the threshold for State of the Art.

In the second development stage of the product, the software developers will have a huge job in testing the thousands of combinations in the devices against each other. This part of the development of Cyberview could therefore potentially end up delaying the development process as it is very complex to get to work flawlessly.

We will try to address these problems by knowing FAQ’s about the individual technologies in depth and recruit-ing experts on the technological development. Using Scrum as our development process will optimize com-munication among our employees and cause us to be on top of any issues that have potential to cause delays.

Technologically there also might be a risk, that during the quite long time of the development process(2 ½ year) considering how quickly technology moves on this market, others might come up with the same or bet-ter ideas. Therefore we will follow market developments during the process and continue to aim for that Cyber-view will be located in front of it’s chosen focus areas.

Go To Market risks When looking at our product’s closest competitors Nike+ and Adidas miCoach, it is a big challenge to get to the market.

Therefore, we initially chose a strategy to develop the product and then we can go 3 ways:

1) sell the product to Nike or Adidas, which in this case will take care of the marketing

2) sell the product to Reebook or Asus, they would have the opportunity to enter the pulse / GPS-watch market, with an entirely new and competitive angle

3) market the product ourselves through advertising. For example through the new Ipod4 and through vari-ous forms of viral marketing, which have low cost.

What about men?Having women as our main target group does, of course, not mean that Cyberview cannot be used by men, but in order to reach the blue ocean of women, we have decid-ed to target our initial marketing campaign on women. It is natural to develop the glasses in a male-design in the initial state as well since the creation of the outer design of the glasses is a very small marginal of the develop-ment process.


RECOMMENDED RETAIL PRICE

Cost per unitShop commision per unitRevenue per unit

TOTAL

Financial statements

In this section we estimate the revenue for selling Cy-berview in comparison to the development cost over a period of time.

Recommended retail price

KR

30050

650

1000

YEARS

1st year (2013)2nd year (2014)3rd year (2015)

TOTAL

We have estimated that 73.625 runners might buy Cy-berview (se The Market) On this assuption we expect Cy-berview to sell as shown in the graph according to the technology adoption lifecycle (Moore, 1998).

Revenue over time

ITEMS SOLD

15.00030.00028.625

73.625

2013: 15.000 items 2014: 30.000 items 2015: 28.625 items

REVENUE (KR)

9.750.00019.500.00018.606.250

47.856.250

19.500.000 kr 18.606.250 kr

9.750.000 kr

REVENUE (KR)

Costs per unit

PARTS

Glasses

Bracelet

Packaging

TOTAL

COMPONENTS

BluetoothBatteryFrameUSB connectionAMOLED lenses (x2)

BluetoothBatteryUSB connectionSKINput

10.000 units (18cm x 18cm x 6cm)Distribution

COSTS

140

40

60

40

515

300

Below is a detailed overview of the cost of Cyberview’s parts and packaging.

TIME:

Financial statements

The investor will not contribute with all the money at once, rather he/she will graduately contribute during the period. Please note that the figures on these graphs are in Denmark only, and as it is the plan to sell Cyberview in many other countries , the sales curve seen worldwide will not go down in 2016 but go up instead.

Cash flow statement

SALARY (MILLION KR)

1.8

1.6

1.4

1.2

1.0

0.8

0.6

0.4

0.2

Profit after 3rd year

PROFIT

RevenueDevelopmentMarketing

TOTAL

KR

47.856.250-25.410.00-7.800.000

14.646.250

The neccesary steps to take the concept to an actual ready-to-sell product, depends on an investor, who is able to contribute with 25.410.000 kr. (See Development Budget p. 32) After only 3 years Cyberview will bring a profit of more than 14 millions in Denmark alone, which makes out the key argument for the investor.

JUL’10 OCT’10 JAN’11 APR’10 JUL’11 OCT‘11 JAN‘12 APR‘12 JUL‘12 OCT‘12 JAN‘13

REVENUE / EXPENCES (MILLION KR)

20

15

10

5

-5

-10

-15

-20

YEAR: 2012 2013 2014 2015 2016

PROFIT LINE

TURNING POINT

Financial conclusion

As far as our calculations show, it will be worth develop-ing and selling the concept Cyberview, since it will make a profit after 3 years sale in Denmark of 14 milions kro-ners. It would be natural to sell it in other countries as well, where the profit would develop further since the big development budget already has been payed.

NABC

1. NeedsRunning for many people has turned into a serious oc-cupation, often governed by the same expert meth-ods that people use in their professional occupations: setting up running projects, working out strategies to reach the goals, evaluating the process, and so on.

We see a need to make a running gadget focused on female runners that:

- is profoundly user friendly - provides the runner with live feedback on progress- functions as a natural extension of the body- allows runners to compare their own results or those of friends live, asynchronously

In order to accomodate modern women with busy schedules, the device will:

- be centered around ‘ease of use’ to avoid wasting time on complicated interfaces-be highly customizable through its website to acom-modat e the wish for displaying different kinds of infor-mation through its interac, see-through AR displays- allow them to compete and/or compare results from friends or themselves live, yet asynchronously- use state of the art technology to allow users to op-timize their running routine and in doing so, maximize their results

2. Approach

3. Benefits / CostsCyberview will feel like a natural extension of the body, giving an intuitive, efficient and fun experience when training.The technology used for Cyberview is cutting edge, and will raise the standard for running gadgets to a new level. Using it will put us far ahead of our competitors.

Cyberview will need 25 million in venture Capital for the development process the first 3 years. It will be able to go to market in 2013, and if we choose to go to market in Denmark only, in the beginning, there will already be an positive profit after ½ a year and after 2 years there will be a profit on 14 million kroner, when the expenses has been redrawn.

The largest competitors in this context are:1. Nike+: Nike has 1.2 million users, thereby having gath-ered “the largest community of runners ever assembled”.2. Adidas micoach is new on the scene, but has the heart rate- monitoring as a very efficient part of their training device.Cyberview will appeal to a new range of customers while at the same time taking some of Nike+ and Adidas Mi-coach customers. Cyberview is ahead of its competitors because of its ca-pability of visual feedback real time and its ease of use concerning, skinput technology, asynchronous training possibilities and all in all easy to use interface.

4. Competitors

We conclude our business plan with a NABC analysis, providing an overview of Cyberview as a concept (SRI International, 2006).

NABC standing for N = NeedsA = ApproachB = Benefits C = Competition

POSTSCRIPTCyberview

Reflections

Professional resourcesThe professionals we contacted for information on devel-opment, marketing, finances and patents are all experts in their fields. Despite of this we have to keep in mind that their estimated are just that - estimates, and might thus be subject to errors. Estimating time in developing an asynchronous product like Cyberview will always be difficult, and we feel that we have done our best to make a reasonable time estimate with the resources that were available to us.

Course contentIs has been a good experience to try out the different tools to innovate and develop concepts (for example NABC, Scrum, Blue/red ocean, etcetera). Despite this, it could sometimes be frustrating since it was the method that guided the concept development, which did not always leave room for letting the development process run its natural course, allowing the process to guide what meth-ods were relevant in this particular case at this particular time. For instance we found it difficult to use the “Elements of a Business plan” from “Entrepreneur.com”, since many of the guidelines in it were developed for a company that has progressed much further in developing their concept.

The teamDuring the semester we have been so unfortunate as to lose 2 team members. One stopped 1 ½ week be-fore the paper deadline, which caused stress and wor-ries about the project. We have had experiences that group work can be hard to complete. The difference between group work at a University and group work at a company is that there is no clear leader for the group at the university. Since everybody (and nobody) is the leader, no one wants to give the leadership to someone else, since it can have severe consequences for their future life in terms of grades. This is almost al-ways the factor to create problems since every person has their own ambition level, and way of doing things.

On ScrumThe team used Scrum was used to structure the proj-ect. We adapted the process to fit our needs, to bet-ter fit the structure of a concept development project. One of things we did use as it would have been in an ‘official’ Scrum project was the project- and sprint back-log. In our experience there were both good and bad things in making these backlogs. What was good was that making the product backlog forced us to consider how we would like to structure our project work quite early in the process. It gave us an overview and made us think about the timeline. The disadvantage of the backlogs was that the time schedule often made the team feel stressed. We often felt that we had to choose between making hasty decisions, or not following the deadlines from the timeline, which in turn would mean that other tasks were started on later as well.

On the ProductAlthough Cyberview has become our ‘darling’ , the fact remains that is a discontinuous product, requiring a change in the way our target group has been using run-ning gadgets. If there therefore are too many runners who do not want to make this change, it is unlikely that Cyberview will make the sales it needs to make a profit. Through giving product demonstrations we would try and ease this change, create of a ‘try-before-you-buy’ feeling , but the risk is of course still there.

Conclusion

overcome by keeping attention to usability issues, and giving our users a try-before-you-buy experience, giving our user a taste of what Cyberview can mean for their running experience.

It might be slightly difficult to find a business partner willing to invest 25 million kroners in a project where we cannot say with 100% certainty that a working proto-type can be developed. To support the likelihood of be-ing able to develop a working prototype, more research in the market and technological possibilities might be needed, but we considered this to be somewhat outside of the scope of the project.

We believe that it is very likely that somewhere in the (near) future, someone will develop a product similar to Cyberview.

Developing the Cyberview concept has been an exciting process. Cyberview as a product is discontinuous, and some of its components have been inspired by its main competitors Nike+ and Adidas miCoach. It adds ease of use, a visual live feedback, and several new technologies to the mix, and in combining these attributes it has lifted the concept of what a running gadget is to a new level. The main idea behind the creation of Cyberview was to give the user a piece of sophisticated running equip-ment that feels like a part of one’s body.

We have used the process Scrum to ensure a better over-view of the tasks that lay ahead of us, and how they relat-ed to the time allotted for the completion of the process.To involve the user in the development of the process, and gain insight in the market, we conducted field stud-ies. From these we gained insight into what our target group considered important in a running gadget, and

what their motivations for running in the first place. In order to be able to develop our businessplan we per-formed a lot of internet research, and contacted experts in the areas where we felt that the information available online was insufficient, or when a deeper insight was needed.

Our research culminated in our business plan, which es-timates that Cyberview could be a viable, profit turning product in a period of 3 years after being released on the market.

In our opinion, the development and production of Cy-berview would be an ambitious, but at the same time feasible project. From our field studies we did discover a tendency to be sceptical when it comes to wearing glasses while running, but we feel that this could be

Bibliography

Andersen et al. Interessentanalysen, Aktiv projektle-delse: pp 114-125. 1999.

Houde & Hill. What do Prototypes Prototype?: 2000.

Katz. The Innovator’s Toolkit, Intro + Ch1+Ch8: 2009

Kim & Mabourgne. Blue Ocean Strategy, Ch2: Strategy, Analyseværktøjer og rammer: pp 35-54. 2005.

Levitt. Marketing Myopia: Pp 73-87. 1960.

Moore. Crossing the Chasm, The Technology Adoption Lifecycle: pp 61-72. 1998.

Schwaber. Scrum: Skeleton and Heart. 2007.

SRI International. SRI’s “NABC” approach: 248-253. 2006.

Wiener, N. The Technical Climate and Invention, Chap-ter 4 in Invention - The Care and Feeding of Ideas: MIT Press. pp37-54. 1993.

Appendices

Appendix A: Sketches

Appendix A: Sketches

Appendices

Appendices

Appendix B: Interview one

Interviewguides

Dokumentation:

Tage billeder

Tage noter, som kan forstås efterfølgende af andre ;-)

Eller optage og skrive referat.

Lægge det ind i interviewdokumentet i dropbox (eller gmail doks?)

Målet med interviewene:

At undersøge om vores koncept har en relevans for målgruppen samt

Evt. at få nye ideer og vinkler på konceptet

Quick and dirty:

Antager, at den interviewede er løber (kan både være amatør og professionel)

1) Køn

2) Alder

3) Bruger du briller?

4) Hvor ofte løber du ca?

5) Anvender du nogen løbe-gadgets?

6) Tror du, at du ville bruge et par briller, der: kunne vise puls, løbeafstand, kalorieforbrænding, løbeafstand tilbage, og som man kunne bruge til at konkurrere mod venner / sig selv igennem et display på selve brillerne. Applikationerne kunne slukkes eller tændes ved behov.

Interviewguides

Dokumentation:

Tage billeder

Tage noter, som kan forstås efterfølgende af andre ;-)

Eller optage og skrive referat.

Lægge det ind i interviewdokumentet i dropbox (eller gmail doks?)

Målet med interviewene:

At undersøge om vores koncept har en relevans for målgruppen samt

Evt. at få nye ideer og vinkler på konceptet

Quick and dirty:

Antager, at den interviewede er løber (kan både være amatør og professionel)

1) Køn

2) Alder

3) Bruger du briller?

4) Hvor ofte løber du ca?

5) Anvender du nogen løbe-gadgets?

6) Tror du, at du ville bruge et par briller, der: kunne vise puls, løbeafstand, kalorieforbrænding, løbeafstand tilbage, og som man kunne bruge til at konkurrere mod venner / sig selv igennem et display på selve brillerne. Applikationerne kunne slukkes eller tændes ved behov.

Interview guide

Appendices

Appendix B: Interview oneData summery

Sammenfatning af interviews fra uge 13-kort version

13 informanter, 8 mænd, 5 kvinder, i alderen 18-55.3 bruger briller, 3 kontaktlinser, 1 læsebriller, 2 ingen briller, 4 ikke oplyst.

De løber 2-7 gange om ugen, fordelt således:222222233333344477Løber oftest i natur og park.De løber alene samt 3 af dem sammen med andre.

De anvender følgende løbe-gadgets? Stop-, puls-, gps- ur, ipod, mobiltlf mm. Pulsur, adidas mycoach Zone.

De anvender dem til at måle: tid, distance, terrænhøjde, puls, puls-zoner/ regulering, forbrænding, træningsprogrammer, musik, høre løbetræningsprogrammer, planlægge træning. Fungerer med chip i sko og pulsmåler på bryst. Pulsfeedback med farvekoder på ur.

Gadgets er lette at anvende. Dog lidt uhandy at skulle kigge på uret under løb.

Mange anvender hjemmesider til ruteberegning, løbepro-grammer og indscanning af løbedata.

GPS: Har som regel nok i at se på kort hjemmefra, dog måske kort til alternative ruter undervejs.

Magiske briller skulle kunne:

Måle: Tid, distance, gennemsnitsfart (så man ved om man skal

sætte hastigheden ned, for at holde hele vejen), hastighed, puls, pulszone, pulszonetræning med farvekode kunne forbed-re træningen og gøre den sjovere, det skulle virke trådløst sam-men med brillerne. Skulle evt. kunne virke sammen med Nike plus og vise: løb hurtigt, langsomt mv.

GPS, vise alternative ruter, vejvisning ved ny rute, vise nyt un-der løb, hvor meget tid, man bruger fra post til post.

Mulighed for virtuel løbekamerat (som nike plus med lyd fra løber) evt kunne se ham.

De skal være meget lette at slukke, hvis de forstyrrer, det vil også give mulighed for ikke at skulle stoppe undervejs, det er man nødt til med et løbeur, hvilket forstyrrer løberytmen. (2 informanter).

Ikke for meget info på skærmen, der forstyrrer ”the zone”. Fun-gere som solbriller (ved sol!). Advare mod huller i vejen!

Mulighed for musik!

Mulighed for at optage lyd fra gode ideer, som man får under-vejs.

Evt anvende sin iphone til dataopsamling? Det ville kræve aftaler med iphone.

InteresseGenerelt positive i forhold til at bruge et par løbebriller, der svarede til vores koncept, vil gerne prøve, afhængig af pris og funktion

Afhængig af pris ville en del af dem købe sådan et par. De 2 deltagere over 50: nej tak til high tec.

Ville maksimalt betale 250- 2400 kr.Det fordelte sig relativt i forhold til hvad man kunne forvente, informanternes havde i indtægt: unge havde færre penge, og mere professionelle var villige til at betale mere.

Deltagerne løb for at få motion, energi, sundhed, sjov, socialt sammenvær og konkurrence.

Har ikke hørt om noget lignende men minder om Wii, løbe-bånd med info, nike puls, men dette(briller) virker mere som et socialt netværk, da det er mere live (i nike plus kan man løbe mod hinanden med chip i skoen)

Informanterne forestillede sig følgende problemer ved at anv-ende briller: sved? Mister lidt natur. måske stressende med meget info og tæt påevt svært at se ved sollys, helst ikke for meget info, der forstyrrer ”the zone”.kunne blive revet af af grene, men kunne også beskytte, skal sidde godt fast, må ikke være klodset, så udsynet forstyrres evt problemer med lysstyrke, skal måske tilpasses lyset, måske for tæt på øjnene, skal holdes simpelt, skal være lette.for tunge, ville blive ukoncentreret.

Appendices

The potential challenges to be addressed by Cyberview are illustrated in the two SWOT analyses, which were made initially. The analyses highlight internal and ex-ternal factors that may affect the commercial success of Cyberview.

The challenges such as the existing strong competition or the fact that we plan to enter a knowledge intensive field, though tough, do not seem insurmountable.

The strength of the concept is that it caters to an existing and ever growing target group, and that by integrating cutting edge technology, it offers a radically different ex-perience to the user. Cyberview’s weaknesses are actually the flip side of the innovation part: research into and use of cutting edge technology is cost intensive, and presupposes partners and/or sponsors with heavy financial muscles. As the competition related to running gear is intensive, timing and a strong focus on ongoing product development becomes crucial.

HELPFULto achieving the objective

HARMFULto achieving the objective

EXTE

RNA

L O

RIG

INat

trib

utes

of t

he e

nviro

nmen

tIN

TERN

AL

ORI

GIN

attr

ibut

es o

f the

org

anis

atio

n STRENGTHS- gives a new visual-based training experience- easy to use and better comfort while running- expandable, adaptable -> less chance of be-coming “outdated”.

ORGANISATION- creativity- cross disciplinary- will power

WEAKNESSES- discontinuous product- hassle using product

ORGANISATION- little knowledge about technology- little knowledge about finances- small network

OPPORTUNITES- technology is more or less ready

- the target group already exist

- possibility to advance product further

- possibility to sell to/create partnerships with existing players on the market

THREATS- Advanced running equipment is a new busi-ness area with encreasing competition

- Product is sensitive to other/alternative trends

- Risc of competitors launching similar products

Appendix C: SWOT analysis

Appendices

Appendix D: Interview two

Feltundersøgelse

1) Køn, alder

2) Hvor ofte løber du, hvor langt og hvor mange år har du lø-bet?

3) Hvor løber du som regel?Ville du løbe andre steder, hvis du havde en GPS med under-vejs?

4) Hvad er vigtigst for dig når du løber? (gerne points 1-5, hvor 5 er vigtigst)

MotionKonkurrence EnergiSundhed Sjov Socialt samvær.At tabe digKunne løbe hurtigereKunne løbe længere Andet?

5) Løber du alene eller sammen med andre? - Hvorfor løber du alene?- Hvorfor sammen med andre?

6) Hvad ville du sige til at kunne få en virtuel løbemakker (det kunne være en coach/ en god ven/ sig selv fra en anden dag)?

7) Anvender du nogen løbe-gadgets? (for eksempel et løbeur eller en ipod)

Interview guide

Hvad kan dine gadgets?Savner du noget ved dit nuværende gadget? Hvor har du købt dit gadget?Har du fået den anbefalet (af hvem)?

8) Hvis din gadget kunne understående, hvor vigtigt var det så for dig? (Giv point fra 1-5, hvor 5 er vigtigst.)

TidTid tilbageDistanceHastighed(Gennemsnits)fart TerrænhøjdeMusikOptage lydPulsPulszone, virtuelt?Coach-forløb, virtueltGPS, virtueltRegistrering af ruteVirtuel løbemakker, mv.ForbrændingAt den var let at tænde/slukke og i det hele taget betjenes un-der løb (skinput)Andet

9) Ville du være tiltalt om at kunne få informationer på et par briller under løb?

Vores koncept er en løsning til løbere som hedder ’Cyberview’.Løsningen består af et par briller og et armbånd. Den information som løberen er interesseret i (fx puls, tid, afstand)ville kunne vises på brillens glas, og teksten ville kunne vises som om

den var for eksempel 2 meter foran løberen. Man ville kunne kontrollere informationen på displayet med hjælpaf en teknologi som hedder ’skinput’, som betyder at man for eksempel ved at knipse fingrene ville kunne tænde og slukke for displayet. Man ville kunne konkurrere mod sig selv eller venner ved at uploade data fra et tidliger løb. Mens man løber kan man så få live feedback på hvordan man klarer sig i forhold til din eller din vens løb.

10) Har du nogen forslag til hvad vores Cyberview ellers skulle kunne?

11) Tror du, at du ville bruge et par løbebriller, der svarede til vores koncept?

12) Hvilken fordel ville der være for dig i sådan et par løbebrill-er?

13) Hvad ville du maksimalt betale for sådan nogle briller?

14) Har du hørt om noget lignende? Hvad?

15) Kunne du forestille dig, at der kunne være problemer i at løbe med sådan nogle briller? Hvis ja, hvilke?

16) Vi har nogle værdier for Cyberview, er det noget du kan identificere dig med? Værdier: socialt, se godt ud, være simpelt, være effektivt. Hvorfor/ hvorfor ikke?

17) Hvilken udformning ville du foretrække?For eksempel en Sportsbrille/ unisex eller en mere Modebrille?

18) Hvor langt ser du som regel frem mens du løber? 1 m, 5 m?(prøv evt. af, det vi vil nå frem til med dette spørgsmål er, på hvilken afstand det ville være mest hensigtsmæssigt at projek-tere informationen fra brillerne)

Appendices

Appendix D: Interview twoData summery

2. Feltundersøgelse Konklusion på understående:De fleste af vore informanter mener at deres naturlige fokus punkt ligger omkring 5 meter fremme, når de løber.

På spørgsmålet om ”hvad en løbe-gadget skal kunne” scorer ”nemt at bruge”, ”distance” og ”hastighed” højest, og ”tærrænhøjde” og ”optage lyd” scorer lavest.I øvrigt er der en stor spredning på ”hvad en løbe-gadget skal kunne”, hvilket kunne antyde, at der er behov for at kunne individualisere Cyberview.

Næsten alle i interviewet bruger en løbegadget.Der er fra nogle informanters side betænkelighed ved at skulle løbe med briller. Heraf konkluderer vi, at det ville være en god ide i en senere feltundersøgelse, at give mu-lighed for at de prøver en prototype af Cyberview, mens de løber.

innovation og konceptudvikling

Documents

friend miranda

miranda replies

appendix c

sleek glasses

miranda approaching

i n e innovation

audible snap

sketches appendix b