Contact Tree Team3
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Transcript of Contact Tree Team3
Contact TreeIt’s your tree. See it. Grow it.
35Interviews
56Unique website visitors
11Sign-ups
KP
Contact Aggregation: • LinkedIn• Facebook• Google+• Skype
Customer Organizations: Professional Schools Select Companies(ie. Companies who benefit from employees having a strong network)
KA
Platform Development
KR
Human (key staff) Intellectual
Value Prop
Current need: Networking is important, but time consuming and currently not formally managed.
Service: Formal management of your network through contact aggregation, visualization, analytics and searchability. Use of personal assistant to reduce user’s time burden.
Customer Relation
Automated web based service
Acquisition: Free service within professional schools Maintenance: value added services Growth: Word of mouth, benefiting companies
CH
Online (Web)
Customer Seg
Professionals
Students emerging from professional schools
Sales facing roles
Mass market (personal use)
C$
Cost Driven business (automated service) • Staff • Business Development, Legal
R$
Subscription fee for advanced service
Business Model CanvasDay 1: 26 August 2013
What we have learnedFacts Extract
D1/D2
Need• Don’t need a simple aggregator of contacts (94% of interviewees)• Need to be able to categorize their network (sub-groups) (75% wanted) • Validated that a reminder or automated service was necessary (81% of our interviews) • Search functionality in LinkedIn and Facebook does not meet standards, but wouldn’t use an
additional platform just for search • Time saving is a value proposition – want automated services
Customer • 100% of interviewees are on LinkedIn but not necessarily on Facebook
Revenue Model • People are 84% don’t want to pay for the product, 16% said they would pay a minimal amount
• Focused our value prop by discarding simple aggregation and search function
• Discovered a new customer archetype - career services, alumni services, meetups
• Changed potential revenue model
D3 Need• Prioritized list of people to network with • Personalized yet automated is the winning combination and makes people want to join
Customer: • Additional customer type – meet ups and career services
• Research on ‘curating’ your list of contacts
• Hypothesis of customer acquisition tipping point
D4 Competition Landscape• Personal contact manager is a crowded market place with lots of players focus on different
feature set
Customer interviews: • Personalization very important – smart algorithim to provide meaningful way to connect
Get strategy through partners• Career service may not be a valid customer. However, we may consider event organizers with a
vested benefit in keeping contacts among attendee
• Crucial to differentia ourselves from competitor
• Partners need to validated
Key Partners
Contact Aggregation: • LinkedIn• Facebook• Google+• Skype
Key Activities
Web service Development
Key Resources
Human (key staff) Intellectual
Value Proposition
• Current need:• Networking is
important, but time consuming and currently not formally manage
Service:
Reduced time and effort Virtual personal
assistant Easy search through
smart analytics
Strengthen the quality of networks Frequency and
quality of communication
InfluencersStrengthen alumni network
Customer Relation
Automated web based service
• Acquisition: Free service within professional schools
• Maintenance: value added services
• Growth: Word of mouth, benefiting companies
Channels
Online (Web)
Customer Segments
• Professionals • Students emerging
from professional schools
• Sales facing roles • Mass market
(personal use) End Users: • Alumni (1 – 5 years) • MBA students
Influencers/Reccomenders: • Alumni Relations
Directors, Organizational Professors, Career Services Coach
Cost Structure
Cost Driven business (automated service) • Staff • Business Development, Legal
Revenue Streams
• Subscription fee for advanced service • License fee charged to schools • License fee charged to partnership websites
Business Model CanvasDay 2: 27 August 2013
Customer Archetypes
Job seekers
• 24-32• Male and female• Top tier MBA or recent
graduates • Active job seeker• 1-3 targeted industry• Working with Career
Services• 300+ LinkedIn contacts• Access to targeted industry
and exclusive groups• Need super connectors
• 26-40
• Male and female
• Passive job seekers
• 500+ LinkedIn contacts
• Care about small inner-circle of 30+
• Time-starved
• Need reminder to keep contact
Time starved professionals
• Advocates of professional networks
• Part of their VP is teaching people how to strengthen networks
Career Services
End User End User Influencer
Key Partners
Contact Aggregation: • LinkedIn• Facebook• Google+• Skype
Influencers/Reccomenders: • Alumni Relations
Directors, Organizational Professors, Career Services Coach
Key Activities
Web service Development
Key Resources
Human (key staff) Intellectual
Value Proposition
• Current need:• Networking is
important, but time consuming and currently not formally manage
Service:
Customer Relation
Automated web based service
• Acquisition: Free service within professional schools
• Maintenance: value added services
• Growth: Word of mouth, benefiting companies
Channels
Online (Web)
Customer Segments
• Professionals • Students emerging
from professional schools
• Sales facing roles • Mass market
(personal use) • End Users: • Alumni (1 – 5 years) • MBA students
Cost Structure
Cost Driven business (automated service) • Staff • Business Development, Legal
Revenue Streams
• Subscription fee for advanced service • License fee charged to schools • License fee charged to partnership websites
Business Model CanvasDay 3/4: 27/8 August 2013
Early MBA/Job Seeker
Mid career MBA
SearchReminder
Sub-groupReminderBroadcast with one click
Paid
Free
Dashboard(access to multiplesocial network)
Reminder Subgroup/prioritizedgroup
Network Assessment
Visual Display
Contact Tree(Free/$
Contactually($20/mo.)
Nimble ($15/mo.)
Rapportive(Free)
Plaxo($5/mo.)
Xobni($8/mo.)
Competitive Landscape – Value Proposition
90% male MBA27% finance 45% professional servicesNY, CA >> IN, NC, UK
Key Partners
Contact Aggregation: • LinkedIn• Facebook• Google+• Skype
Influencers/Reccomenders: • Career Services Coach • Alumni Relations
Directors,• Organizational
Professors• Event organizer
Key Activities
Web service Development
Key Resources
Human (key staff) Intellectual
Value Proposition
• Current need:• Networking is
important, but time consuming and currently not formally manage
Service:
Customer Relation
Automated web based service
• Acquisition: Free service within professional schools
• Maintenance: value added services
• Growth: Word of mouth, benefiting companies
Channels
Online (Web)Direct sales
Customer Segments
• Professionals • Students emerging
from professional schools
• Sales facing roles • Mass market
(personal use) • End Users: • Alumni (1 – 5 years) • MBA students
Cost Structure
Cost Driven business (automated service) • Staff • Business Development, Legal
Revenue Streams
• Subscription fee for advanced service • License fee charged to schools • License fee charged to partnership websites
Business Model CanvasDay 5: 30 August 2013
Job Seekers• 24 – 32, M/F, top
tier MBA or recent graduates, work with career services
Time starved Professionals
SearchReminder
Reduce time and effort Suggested personalized interactions prioritization of network Sub-group Reminder service Broadcast with one click
Free Free Paid
Meet ups / Event organizations
Drive repeat business by increasing quality of connections made
What we are going to do nextToday To-do
Customer Segments
• Early-stage MBA/job seeker• Mid career MBA• Meetups / event organizer
• Test other industry professionals (ie. Lawyers)• Adwords campaign to test sign up rate • Test value proposition through customer interviews with
business development leads
Revenue Stream
• Free for end user• Event meet up
• Test pricing with meet up organizations (interviews) • Test pricing with end users (current hypothesis testing in
progress through website, $4.99 – $19.99 per month)
Key Activities • Web service development • Validate algorithm to automate service
Backup
Market Size
Total;
G8 Top 20 Professional
Schools
Current: 2.5 M
Alumni: 12.5 M
Accessible Customers
Current: 1.9 M
Alumni: 9.4 M
Top 20
MBA
schools
MBA: 180K
30K
Current,
150K
alumni
Assumptions:
American Top 20 Professional Schools Columbia 25K X 20 schools X 5years X 5 countries (for G8 including size difference)
= 15 M
% of people able to access web based service – 75%
Target based on MBA students only
100%
75%
1%
Channels
ContactTree
Direct Sales
E-Commence (Contacttree.wordpress.com)
MBA Students
MBA Alumni
MBA Career Service
Partnership SocialNetworks