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.