Value Proposition

Below you’ll find an overview of your current value proposition, seen from the eyes of the customer. The customers are ranking your value proposition on 6 different product specifications. These product specifications are a direct results of your VP-decisions. Moreover, you’ll find your current product-market fit.


Customer Segments

Below you’ll find information about your customer segment. The higher your research score, the more you’ll uncover about the customer segment.

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Customer Jobs: We’ve called our persona Alex. Alex may be interested in a wearable that is based on gene-technology. He’s not looking for some fancy watch to show off to his friends, but he’s looking for a solid, crystal-clear solution to one thing he wants to know: am I physically fit today? And if not: what 3 tasks do I need to do today to become fit? Alex preferes a wearable that’s invisible for others and something that’s impossible to forget. Basically, it has to fit neatlessly in his chilly, healty life without the frills.

Pains: Alex currently doesn’t use alternatives because they are expensive, full with frills and hard to use. He is afraid to use it, or to put it next to his bed without ever using it because he really doesn’t understand all the functionalities.

Gains: The life of Alex would be much better if he could find something to keep him fit everyday, all day. But Alex is busy, so he doesn’t want to spend time in understanding a complex device or using the device regularly. Alex would be grateful if it would work magically in the background, without the need for looking at it or charging it. He would be happy if he could basically just forget it’s there, but that it reminds him in an uncomplicated way of his fitness.

VP Cards:

1. Simplicity

2. Environmental Sensitivity

3. Metered Use

4. Conservation

5. Ease of Use

6. Experience Simplification

7. Personality

8. Subscription

9. Concierge

10. Loyalty Programs

Team Strategy:

What is your strategy for the last two rounds?

Focus on getting the team right; not overbuild the team (i.e. to keep the team small and tight and utilise team members where we did not have the skill. Our strategy was to keen the product simple (usable) and affordable (in line with our customer’s preferences). We also focus on quality of the materials so to have a breathable, washable fabric for the vizvest.

Is your strategy internally consistent? In other words: are there team members who believe a different approach might also work?

No, we are in agreement because we discuss the strategy first and then make decisions. It is tempting to jump straight to allocate points but we always plan it first. But we agree on the general approach. My partner is the market expert (he understands the workwear market and what products are needed by which kind of worker – so he is strong here but he tends to get overambitious with what his realisable so I am more pragmatic about what should be done, one step at a time With the budget/points distribution, we see allocating points as spending money or the limited budget of the company.

Describe your marketing strategy. What is your prognosis for sales?

Based on the fact that our research strategy is working, we don’t plan to invest too much in marketing (we will do that after we have some sales), so we focus getting some sales (ideally from our lead users who we have been working with). We intend to go to trade exhibitions and shows and pay as much as possible at these trade shows to get a prominent position. We will also have adverts in trade magazines and some introductory promotions in big trade outlets like Jewsons or websites for workwear.

What growth strategy would you like to use? How are you going to scale up?

We are going to start with the large companies who are working on large construction projects in extreme temperatures (i.e. UAE building football stadiums etc. ). Here workers are outside working in 40 degree+ temperatures and in some situations they are working in tunnels in cold temperatures which affects the workers ability to work (meaning that they have to keep pulling the men off site to take cooling breaks etc). These companies are brought in on lucrative contracts with big budgets and they are usually very long projects (i.e. years). In the next stage we would target companies that have factories and people working on tools, on shop floor, in refrigerated with large machinery etc. But we will start sector by sector and focus 2 sales people on each sector for 1 month, covering 6 sectors in 6 months x 2 sales people. Their jobs include chasing down customers on a one to one basis to push sales and build one to one relations. This is costly and we would only the big companies who we believe would see the full advantages of this product. We would sell on the basis that the product would help their reputation in the field for ensuring well being and health and safety of workers. Companies are becoming more concerned about these kinds of matters. Also, the product would help to save on climate control measures in the work environment. We would also seek a partner for an alliance for the printing of the companies name on the vizvests.

What are your current unfair advantages compared to the other teams? Why do you believe they are unfair advantages?

We are keeping things lean; not spending any more money than is necessary; we focus on customer needs and building relationships with selected leader users.

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Not available in demo

Not available in demo

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Key Resources, Activities & Partners

Throughout the game, you’ll have the chance to increase your expertise on your key resources, activities and partners. The better your performance, the more likely you’ll be to achieve finance in the last round.


Customer Relationships & Channels

Below you’ll find an overview of your sales funnel and capital injections – a direct results of your investments in marketing & sales.


Overall Ranking

Below, you’ll find some extra awards that are handed out throughout the game and your overall EntrePulse.

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EntrePulse