Pitch Pool Assessments: Recombo 2004, Recombo 2005, Ingenia, UBC OLT, UBC IT, Royal Roads

Recombo 2004

 

CEO Credibility

ü      Brad at this point has poor presentation skills

ü      He does not exude confidence, in fact his voice is weak and his speech often stumbles

ü      His lack of a clear goal or vision does not leave me confident in his company’s success

 

Management Team

ü      It is interesting to note that neither Brad’s credentials nor those of his team are discussed during the pitch.  An oversight on his part after doing some research on the web as Brad does have some excellent credentials and experience behind him.

 

Business Model

ü      The general lack of focus leads me towards a ‘no’ as to whether this is feasible.  They are looking at too wide an area with tools, platform and service.  They need to have a clearer vision to share to compel the investor

 

Competitive Products

ü      Brad has not convinced me that his product is ready to compete with the existing competition and take a market share.  Price point was not discussed but is relevant.

 

Market Readiness

ü      The product is already in the market place but I’m not convinced the company is ready or prepared for growth.

 

Technical Innovation

ü      The company does have a unique edge with their ‘connectedness’ this is where I think their focus and vision should lie.

 

Exit Strategy

ü      Right now, overall Recombo is lacking a clear vision and goals, without these I don’t think that it is possible for them to accurately define what their success looks like.  They do not have a clear destination for themselves

 

Overall Investment Status

ü      At this time I would not be willing to risk my money on this proposition

 

Recombo 2005

 

CEO Credibility

ü      Brad at this point has improved his presentation skills

ü      He is very confident in his company and the product

ü      His lack of a clear goal or vision does not leave me confident in his company’s success

 

Management Team

ü      It is interesting to note that neither Brad’s credentials nor those of his team are discussed during the pitch.  An oversight on his part after doing some research on the web as Brad does have some excellent credentials and experience behind him.

 

Business Model

ü      Recombo has obviously learned from past successes and failures and have remodelled the company

ü      They are now focused on being a solution based company and are willing to turn down business that does not fit into their new vision

ü      Brad’s presentation, however, does not compel me to believe that they have done all of their homework to be competitive in this market

ü       

 

Competitive Products

ü      From the presentation it appears that the product is scaleable and adjustable for various markets, however, it’s niche is not readily apparent

 

Market Readiness

ü      The product has its first lighthouse client and has an interesting approach towards incentives for existing clients to produce new leads.  However, the sales teams approach does not seem to be focused and unified

 

Technical Innovation

ü      The company does have a unique edge with their ‘connectedness’ but do they offer their client’s and edge?  I am not convinced.

 

Exit Strategy

ü      Brad talks about focus but doesn’t seem to have a clear focus for growth and success.  They do not seem to have a clear vision of where they want to be with their product (other than a million dollar company)

 

Overall Investment Status

ü      At this time I would not be willing to risk my money on this proposition.  There is still work to be done on this company.

Further Remarks

ü      I took the opportunity to investigate Recombo’s website.  They have changed the focus of their product yet again.

 

Ingenia Training

 

CEO Credibility

ü      Confident, clear speaking voice

ü      Excellent credentials

ü      Concise Presentation

 

Management Team

ü      Solid business, highly qualified team

ü      Industry leader

ü      International expert

ü      Good successes already

 

Business Model

ü      Good research into the market

ü      Ripe for growth in eLearning and custom content

ü      Aware of the competition

ü      Already have contacts in Vietnam

ü      Money is available for the product

ü      Solid focused goal

 

Competitive Products

ü      From the presentation it appears that the product is easily able to take a good piece of the market share in this country that has yet to be tapped into

ü      The price for investment is clear and clearly broken down

 

Market Readiness

ü      The product is ready, the path to success should be relatively short

 

Technical Innovation

ü      If they act quickly and take the large market share than I believe they will have an edge that they can keep

 

Exit Strategy

ü      Their vision and goals are very clear and focused

 

Overall Investment Status

ü      I would invest in this proposition.  Although the return on investment is relatively small I do believe it is feasible

 

Further Remarks

ü      From further research on the Ingenia website it looks like they were successful in securing the IDRC/Government of Vietnam as a client

 

UBC Office of Learning Technologies

 

CEO Credibility

ü      Although the director was not a great speaker she does seem very knowledgeable about the various intricacies of overseeing the learning technologies for such a large institution with so many unique faculties and individuals that require accommodation inside her office’s vision

 

Management Team

ü      The UBC Office of Learning Technologies is filled with highly qualified individuals

 

Business Model

ü      The office does have a strategic plan

ü      They ensure that they work collaboratively with all individual and faculties

ü      They provide facilitation and co-ordination across UBC, which is difficult in an institution that values de-centralization

ü      Works collaboratively with IT services to ensure that the infrastructure can support the learning technologies

 

Technical Innovation

ü      This office values advanced and innovative users

ü      They look to the future and value online interaction

 

Exit Strategy

ü      Although the focus has to be on broader goals to encompass so many unique faculties and client groups, they still seem to achieve a clear focus and strategy for the future

 

Overall Investment Status

ü      No office is perfect and learning technologies are still continuously emerging and evolving.  This is a very difficult office to hold and please so many separate interests while keeping a common vision.  I think the director does an admirable job.

 

UBC IT Services

 

CIO Credibility

ü      Wow, Ted is a very well spoke individual

ü      He is clear, concise and exudes capability and confidence

 

Management Team

ü      All 5 of the UBC VPs volunteered to sit on the executive steering committee

 

Business Model

ü      Ted is very much aware that it is essential to have a clear vision, and the ability to articulate and share that vision with others

ü      The office has an eStrategy framework

ü      Annual town hall to discuss the strategy

ü      They give voice to the entire community

ü      Align their goals with the strategic goals of the faculty and the university

 

Competitive Products

ü      The office makes a point of keeping track of the innovators within the UBC community

ü      Liaise with other universities

ü      Keep current with the work of other institutions

 

Exit Strategy

ü      I was very impressed with the clarity of Ted’s vision.  He has a clear definition for success for his department

 

Royal Roads Open Courseware

 

CEO Credibility

ü      Miss Burgess speaks confidently and believes in the success of her proposal

 

Management Team

ü      It is made apparent that the current staff at Royal Roads are highly competent

ü      However, no mention is made of the team that would design and implement the Open Courseware – are they the same?  eLearning courseware is different than teaching in class

 

Business Model

ü      Although Miss Burgess talks about open courseware at other institutions and the benefits of open courseware, there is very little substance about how this would be implemented at Royal Roads

ü      Is the infrastructure already in place?  Are the courses fit for online learning?  What type of budget are they looking at?  Where is the evidence of a business proposal?

 

Competitive Products

ü      The selling price is zero dollars, Miss Burgess has done little to convince what the return on investment will be

 

Market Readiness

ü      This was not addressed at all during the presentation

ü      Are there courses already created?

ü      How much hardware requires purchasing

ü      What will the software requirements be?

ü      How long will this take to implement from start to finish?

 

Technical Innovation

ü      There are already a number of universities that offer Open Courseware.  Miss Burgess has not emphasized what will be unique about the Royal Roads open courseware

 

Exit Strategy

ü      I believe that Miss Burgess has a clear picture of what she would like to see, unfortunately she has not paved a clear road of how she will get there.

 

Overall Investment Status

ü      At this time I would not be willing to risk my money on this proposition.