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WorldIndigo
First of all…
“Title-page” 5 slides plus cover-slide. Excel for numbers Name ALL your files Team-name on spread-sheet Source!
Lessons Learned
Set the Stage Customers and Customers´ Customers TAM and TAD Where on the TALC Whole Product The Value Chain/The Eco-system
The Scene, October 2004 (rainy)
1. What business are they in?service
or hardware or both
2. The Decision:– Ferries or planes
– Where to go?
– And then…..
Assets
1. Proprietary and patentable hardware
2. Experienced co-founder and well-positioned advisors
3. Singapore offices
4. First mover
5. Unfair advantage
Challenges
1. Two location
2. Money? Long-term, short-term
3. Other players in and entering the market!
4. Technology
5. Demand?
6. Regulations
7. First mover
Questions about the decision
1. Who are their customers?
2. Who are their customers´ customers?
3. What problem does World Indigo solve for the customers and their customers?
Total Available Market vs. Total Addressable Market
For Flights, consider: Passengers Short-haul Private aviation
For Ferries, consider: Passengers Ferries English channel, Singapore, Hong-Kong, Indonesia,
Philippines
Where on the TALC?
Adapted from: Moore (2002), Crossing the Chasm,and Wiefels (2002), The Chasm Companion.
Chasm
Early Market
Bowling Alley
Tornado
Main Street
Total Assimilation
Innovators EarlyAdopters
Early Majority
LateMajority
Laggards
Customers withnew ideas
Low-hanging fruitbut beach-head?
Next Target for World Indigo?
Ferry
China
Airline
China
Ferry
UK
Airline
US
Airline
Russia
Airline
UK
World Indigo’s Whole Product
Mobile Access In-flight and onboard ferries
Roaming service
Nanocells
Consolidated billing service
Maintenance of nanocell
System integration
Voice connection (both GSM and CDMA)
Multimedia entertainment
content (planned)
SMS connection
The Value-chain, a.k.a. The Eco-system
Roaming
Hard/Software Providers
Carrier
Passenger
Recipient
System´s Integrator
Mobile Data Clearinghouse
Communication Service Provider
Carrier
Recipient
How to Assess Ideal Target CustomersEach new industry and new country changes the score!
FactorsWeights
(Optional)
Rating for
Weighted Score for
Rating for
Weighted Score for
1 Accessible,Well Funded Target Customer 20 5 100 3 602 Painfully Compelling Reason to buy 30 4 120 4 1203 Feasible Whole Product 10 5 50 3 304 Known Partners & Allies 5 3 15 2 105 Effective Whole Product Distribution 5 4 20 3 156 Attractive Whole Product Pricing 5 4 20 3 157 Oppportunity not Preempted by Competition 10 5 50 4 408 Consistency with Current Positioning 5 5 25 2 109 Good Follow On Segment Potential 10 4 40 5 50
Summed Rating and Weighted Score 39 440 29 350
Adapted from: Wiefels (2002) The Chasm Companion.Weights were taken from the book, but could be modified based on your situation.Ratings assume a 5 point scale where 1 = farthest from Ideal and 5 = Closest to Ideal.
customer B in
Russia
customer A in
Singapore A B
Defining the Segment
The target customer is the segment's center of gravity. Actions directed at this target impact the entire segment.
The target customer is the segment's center of gravity. Actions directed at this target impact the entire segment.
50% IN50% OUT
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Center Point:The “Ideal” Target
Customer
80% IN20% OUT
20% IN80% OUT
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1. Avoid defining segments by theirboundaries—leads to loss of segment discipline.
2. Define segments by the center point— the “ideal” target customer.
3. Commit to 100% whole product for the customer at the center point.
4. Address all marketing communication to the customer at the center point.
5. Design sales incentives to win target customer segments
Adapted from: Wiefels (2002) The Chasm Companion.
Challenges facing a startup that is “born global”
Source: O'Hara-Deveraux, Maureen, and Johansen, Robert (1994) GlobalWork: Bridging Distance, Culture, and Time, Jossey-Bass, San Francisco.
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