This pitch is geared towards healthcare administrators and healthcare staff, specifially those in Ontario but looking towards a nation-wide approach. It is for the services of a group called CUSP, the Computer User Support Program. Hopefully it will give a taste of our services and entice you to learn more.
For a copy of my full pitch, please click here to download: https://blogs.ubc.ca/etec522sept09/files/2009/11/Full_Pitch.pps
Cheers
Cindy Plunkett
Good Evening ETEC 522,
Please note that the ‘Conclusion’ tab for Module 5 has now been populated with the final version of our collaborative mind map as well as the results of the survey we asked you to complete at the beginning of this week.
Thanks so much to all who participated and made these activities a success :o)
Code Baby
The company I work for, the University Health Network (UHN) has started using Code Baby over the last year. The company’s by-line is that their products will ‘Digitally Engage Your Learners with Attention-Grabbing Content. The product allows you to create digital instructors for your eLearning courses and will integrate with your existing LMS or courseware. We currently use these characters in 3 ways:
1) To walk students through course modules as a digital instructor
2) As characters in serious games that simulate various situations in the hospital
3) As a character UHNi who delivers 1 minute learning nuggets each week that can be played as podcasts or using any mobile web enabled device.
Face #1: Market Focus
ü The Corporate Market
ü The main focus is their product offering for companies to enhance their eLearning and/or web presence with the use of 3D characters (they prefer not to call them avatars as they believe their offering is much more sophisticated and integrated than being a mere avatar)
Face #2: Types of Offerings
Code Baby offers both content and services
ü Content – the software that creates interactive digital characters for eLearning
ü Services – there are 4 services:
Face #3: Who is the Buyer?
I would say that there are really on 2 options here, Learning Bought for Learner and Learning Bought Centrally. Our group is an example of Learning Bought Centrally. This was bought and will be used by the entire Toronto Central LHIN (Local Health Integration Network), which is basically all of the hospitals in the city of Toronto. However, I could also see individual companies buying this software for their learners to augment their existing eLearning offerings.
Face #4: Global Markets
The market I see this playing to would be mostly the Wired Anglophone. There was no information that I could see in regards to facilitation for languages other than English.
Face #5: Development of Market
Market Supports Export Oriented Learning Technologies & Substitution of Imports
Market Supports Import of Content & Infrastructure
Face #6: Learning Technology Competing with Other Forms of Learning
Learning Technology Works with a Well Developed Learning System.
We already had a well developed eLearning system when we started to use Code Baby. It works well with our current offerings and helps to enhance their appeal.
Below are a few interesting resources I was able to find regarding Venture Design and Venture Assessment
http://www.newventuredesign.com/
New Start-up business consulting website
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1348221
The Impact of New Venture Design on Entrepreneurial Exit Abstract: In this research we examine how the selection and assembly of initial strategic resources (financial, human, and technological) impact the entrepreneurial exit strategy. Our results suggest that an IPO exit strategy is positively related to all three types of strategic resources, while a strategic sale exit strategy is positively related to financial resources or total initial investment, and a sale to an individual exit strategy is positively associated with percentage of ownership, a financial resource. Implications for research and practice are discussed.
http://www.andrewhargadon.com/Release/Hargadon_DMR_Leading_by_Design.pdf
Leading With Vision: The Design of New Ventures ‘Design is now readily acknowledged as essential to the enterprise. Andrew Hargadon argues, however, that designers must go beyond the making of individual products and brands to cut across the traditional boundaries within firms to create innovative business ventures. Advocating a new profile of design leadership, Hargadon explains how design principles and practices are uniquely suited to this exciting, multidimensional task.
Heptalysis is a methodology, software solution and set of tools for planning and analyzing startups companies and business ventures
http://www.1000ventures.com/business_guide/company_assessment_brc.html
Venture Company Assessment Tool
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.
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