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Value Analysis Emma Tracanella [email protected] IED Lesson 4

Value analysis

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Direct and Indirect Costs, Cash and Accrual Basis Accounting, Perceived Value. Slides by Emma Tracanella

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Page 1: Value analysis

Value Analysis

Emma Tracanella

[email protected]

IEDLesson 4

Page 2: Value analysis

Course program1. Italian Startups2. Set up a startup in Italy3. I've got an idea. And now? 4. Value analysis5. Business model6. Communicate, communicate, communicate7. Being net 8. Find your market9. Funding: venture capital, business angel and other ways of financing 10. Pitch

Page 3: Value analysis

Today's table of content

1. Direct and Indirect Costs

2. Cash and Accrual Basis Accounting

3. Perceived Value

Page 4: Value analysis

I've got an idea. And now?: quick recap

During last lesson we discussed:

1. General design principles (no ToDo list available..)2. Definition of a project (clear goal that must be

reached in a fixed time using available resources)3. Product life cycle (planning, analysis, design,

implementation, maintenance... maturity and decline or evolutionary maintenance and a new cycle)

Page 5: Value analysis

I've got an idea. And now?: quick recap

We detailed• Some basics useful from concept to company• What is a lean startup• How to formalize and write my project• Who can help me (Kublai, business incubators,

seed accelerators)

Page 6: Value analysis

All you need to know about costs

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Costs

In production, research, retail, and accounting, a cost is the value of money that has been used up to produce something, and hence is not available for use anymore.

Two kind of costs:• Direct costs• Indirect costs

Page 8: Value analysis

Direct costs

Costs that can be identified specifically with a particular project or activity, or that can be directly assigned to them with a high degree of accuracy.

Direct costs generally includes:• Salary and wages• Material, supplies and equipment

purchased directly for the specific project• Communication and travels costs

Page 9: Value analysis

Indirect costs

Costs that are not classified as direct

Indirect costs generally includes:• Salary of administrative staff providing

normal support activities• Office supplies, computers• Local telephone calls• Memberships

=> Overhead

Page 10: Value analysis

Bykes

Direct costs:• Metals• Wages for assembly

Indirect costs:• Abrasive, glue, pink• Rent• Insurance

Page 11: Value analysis

Actual cost of doing business

• Before you can price a product or a service, you need to know your cost to produce it.

Page 12: Value analysis

Photographer

• How much charge a photo?

• Minimum fee?

• No costs?

A useful tool: the Cost of Business calculator. It list annual expenses, but it depends on your inputs which can be hard to estimate.

Page 13: Value analysis

Cost of doing business calculator/1

Expenses• Office and/or studio (rent, mortgage payments,

taxes, insurances, home maintenance, …)

• Phone (cell and/or landline and faxes) – remember to include also the cost of the phone itself

• Photo/Video/Audio Equipment and Accessories

• Equipment services and Repairs

https://nppa.org/calculator

Page 14: Value analysis

Cost of doing business calculator/2• Computer(s) (harware and software)

• Broadband internet

• Web hosting/Portal services

• Vehicle Expenses (Lease, Insurance, Maintenance)

• Office supplies and Furnitures

• Postage and Shippinghttps://nppa.org/calculator

Page 15: Value analysis

Cost of doing business calculator/3

• Professional Development

• Advertising and Promotion

• Subsciption and Dues

• Equipment and Business Insurance

• Health Insurance/Deductibles/Copays

• Legal and Accounting Services

https://nppa.org/calculator

Page 16: Value analysis

Cost of doing business calculator/4

• Taxes and Licenses (Business and Self-Employment)

• Office Assistance (Payroll, Answering Service, Intern, etc.)

• Utilities

• Travel and Entertainment

https://nppa.org/calculator

Page 17: Value analysis

Cost of doing business calculator/5

Income factors

• Desired Annual Salary

• Non-assigment Income

• Number of Days You Can Bill Per Year

https://nppa.org/calculator

Page 18: Value analysis

Cost of doing business calculator /6

https://nppa.org/calculator

Page 19: Value analysis

Accounting

• The difference between cash and accrual basis accounting has to do with the time frame in which revenues and expenses are recorded and reported.

• Cash basis accounting will suffice if your business is a simple one. However, the accrual basis will give a more accurate picture of the results of business operations.

Page 20: Value analysis

Cash Accounting

• Revenues are reported on the income statement in the period in which the cash is received from customers.

• Expenses are reported on the income statement when the cash is paid out.

Focus on the amount of cash in bank and on making sure all bills are paid.

Page 21: Value analysis

Accrual Basis Accounting

• Revenues are reported on the income statement when they are earned - which often occurs before the cash is received from the customers.

• Expenses are reported on the income statement in the period when they occur or when they expire - which is often in a period different from when the payment is made.

Provides more information about the business and gives meaningfull financial reports.

Page 22: Value analysis

Value

• The extent to which a good or service is perceived by its customer to meet his or her needs or wants, measured by the customer’s willingness to pay for it

• It depends more on the customer’s perception of the worth of the product than on its intrinsict value.

How do we create the perception of value when we talk to our customers?

Page 23: Value analysis

Gillette Fusion

• Amazon’s price: 19.25$

• 8 cartridges

• Cost/cartridge: 2.41$

• You need the razor (11.49$)

Page 24: Value analysis

Gillette Custum Plus Disposable

• Amazon’s price: 20.97$

• 30 razors

• Cost/razor: 0.70$

Page 25: Value analysis

Gillette Fusion vs. Custom PlusPrices• 19.25$ vs. 20.97$• 8 cartridge vs. 30 razors

Cost in use• 2.41$ vs. 0.70$

Additional perceived values justify the additional cost in use• Durability of blade• Comfort• Less irritation

Page 26: Value analysis

Gillette IdeaBy providing something at below the market price (the razor), you can create a market for a secondary product (the blade) upon which you make ongoing profits. The mark-up on the secondary products is disproportionate relative to their cost so were highly profitable for the manufacturer.

Page 27: Value analysis

3M Scotch® Tape

• Amazon’s price: $1.70

• Lenght 650 inches

• Cost/inch: $0.003

• Cost to hang a poster: $0.01

Page 28: Value analysis

3M Scotch® Command Strips

• Amazon’s price: $2.70

• 12 strips

• Cost/strip: $0.08$

• Cost to hang a poster: $0.32

Page 29: Value analysis

3M Scotch® Tape vs. StripsPrices• $1.70 vs. $2.70• Using Scotch Tape, the user can hang 75

posters vs. 3 for the command strips

Cost in use• $0.01 vs. $0.32 to hang 1 poster

Additional perceived values justify the additional cost in use• Less damage to wall• Simplicity to remove• Durability

Page 30: Value analysis

A-StyleLogo• 1989 stikers on the walls of Milano

and Roma• Patented by Italian designer Marco

Bruns

Clothing Brand• Italian brand founded in 1999

A-style has used street-level buzz marketing to grow to international prominence

Page 31: Value analysis

Lacoste• Founded in 1933 by the tennis man Rene

Lacoste• At the end of 1990 the company change its

strategy: marketing, retails outlets, product range, …

• Sale of t-shirts in limited series

Re-establishing Lacoste as “a distinctive premium brand”

Page 32: Value analysis

More Examples

Page 33: Value analysis

FreemiumGiving away a product that people want for Free and Selling premium products.

• Skype:• A free quality product• Selling cheap calls to ordinary phones

• Only 8% buy something

https://www.freemium.org

Page 34: Value analysis

4 Freemium Models• Time-limited

• Feature-limited (Dropbox – Flickr)

• Seat-limited

• Customer-type limited

Page 35: Value analysis

Advertising ModelBecame popular with the growth of radio and TV.

• Indirect revenue from people looking to promote services

• Increasingly difficult

• Youtube, Facebook

Page 36: Value analysis

Low-Cost Model• Significant volumes of customers (at a low customer acquisition cost) and by charging a very low price

• Revenue from a whole host of ancillary sources

• Ryanair

Page 37: Value analysis

Analyze Competitors

Page 38: Value analysis

Next week

Business model.

(with Frieda Brioschi)