NGRAIN is an electronic training development company which specializes in 3D simulation technologies.  More specifically, NGRAIN has focused on equipment training programs, virtual task training and maintenance support systems using interactive equipment simulations.

Many of their products and services take the form of interactive, explodeable 3D representations of complex machinery and equipment such as aircraft engines, military weapons or off-shore oil rigs.  Their goals are to accelerate training, increase first-time performance, minimize downtime, streamline operations and optimize worker performance in general.

Face 1 – Market Type

To date NGRAIN has focused on the training needs of government, military and corporate training needs.  NGRAIN’s customers include all branches of the United States and Canadian militaries, as well as leading manufacturers such as Lockheed Martin, Standard Aero, Northrop Grumman, and CAE.

Face 2 – Type of Offering

NGRAIN’s focus is to provide consulting, designing and development services to their clients.  They create 3D training solutions by consulting with the client and designing models, applications and courses that are deliverable over average computer systems as opposed to custom or expensive workstations.

Although the creation of custom models and application is where they began, NGRAIN has also developed a number of “off-the-shelf” solutions that can be implemented with simple technical and training data provided by the customer.

Face 3 – Who is the buyer?

NGRAIN’s business model is based on a corporation or government entity purchasing the content for the learner.

Face 4 – Global Market

NGRAIN has focused on two global markets: wired Anglophone countries and special (military/maritime) situations.  They have had no major issues reaching these markets and have made significant progress in the North American Market both in the private and public sector.

Face 5 – Market Development

I would say that the market NGRAIN caters to is highly developed.  Large Western corporations, military and government agencies are among some of the earliest adopters of educational technology used for training.  This market is not only well established but has fairly deep pockets and the justification for accurate, high-quality training such as 3D simulations and interactive scenarios.  The potential costs of downtime in these markets are often very large and extend beyond the financial to include the safety and well-being of those trained.

Face 6 – Learning Technology Integration

NGRAIN focuses on content development but has made strides in meshing their content with established learning systems.  Many of their materials are designed to fit within established learning management systems or be delivered along with traditional training methods.

This company does not wish to replace traditional training methods such as hands-on time with equipment, traditional class-based learning or on-the-job training but provide a new, supplemental view of equipment and tasks which is unavailable any other way.

Echo360 is a hardware and software solution to capture any classroom lecture and convert it to a podcast, video or rich media to be retrieved by students from the school web site, portal, LMS, iTunes or even as RSS feedback.

Face 1 – Market Focus

Echo360 has a very clear focus on the Higher Education market. I believe this comes as a natural result from competition between academic institutes to offer innovative alternatives for students missing any class lecture or just want to revise the lecture as whole or selective essential elements.

Face 2 – Types of Offering

A clear infrastructure solution that is based on a hardware component – named the capturing appliance – which can be integrated with smart classroom equipments (podiums, smart board, document readers, audio/video peripherals) and the instructor laptop to capture the whole lecture experience. Supportive software application servers then handle the capture processing (converting to different publishing options) and then the streaming part.

Company also offers another nice solution called the “Personal Capture” where you can run your lecture from your laptop wherever you are, and this software will capture what’s on the screen together with the audio narration and your video if you’ve your web cam on.

Face 3 – Who is the buyer?

Another clear “Learning Bought for Learner” typical situation. Within the campus, people in charge of smart classrooms/eLearning technology purchases are the target decision makers.

Face 4 – Global Markets

The company had so far achieved quite an impressive track with clear achievements in the US market, in addition they have clientele from all other continents (except for South America)

Although they have developed localized versions of their application, but I think the reason for the global success is product’s user friendliness. Once it’s installed by the campus IT (who normally are OK with English based products in case their local language is not there), the end user (classroom instructor) will not need to do anything except step in the classroom and deliver his/her lecture. (the software has a scheduling module)

Face 5 – Development of the market

This products is built around special “patent” technology, this allows it to enter almost all markets and not only those which supports import. Local competition is rare and the demand is there.

Face 6 – Learning Technology Competing with Other Forms of Learning

The core essence of this product is based on a live classroom lecture (classical type of f2f learning), so the model here I would say; “eLearning Works With A Well-Developed Learning System”. Although, in some – well, may be rare – cases, the product faces resistance from faculty member who just don’t like the idea of being “captured”  and exposed in such a semi-public way.

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.

http://www.heptalysis.com/

 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.

I take global resources to include European ones as well.

Here’s a list of top 20.

http://www.vccafe.com/2008/11/12/top-20-entrepreneurial-startup-resources-europe/

CASUS Cubed

Face One: Market Focus

CASUS In.struct is a system developed in Germany beginning in 1994. It currently combines an authoring tool, player and learner tracking to create and deliver online cases for undergraduate and continuing medical education to help prospective physicians practice making diagnosis and other decisions about patients. It’s market focus is higher education and training related to continuing education.
Who we are. CASUS. 2009. Retrieved September 23 from
http://www.instruct.de/en/WerSindWir/index.html

Face Two: Types of Offerings

CASUS In.struct is primarily an infrastructure provider offering an authoring tool software, some guides on how to use it to create case content, and a server to host the player and the cases created by the customer. The system has been developed to the extent that CASUS has several licenses for different uses of the system. An authoring license allows the customer to create cases on CASUS. The course license allows the grouping of several cases under a course administration tool which provides detailed assessment information on each student user. An Exam license allows the use of the cases as exams for testing students online, and a faculty model license is an arranged customization of CASUS In.struct at a negotiated cost.

Face 3: Who is the Buyer?

The buyers of CASUS In.struct are notably not medical students – not the end users. The buyers appear to be all in higher education or continuing education and are either medical faculty, medicine related programmes or departments.

Face 4: Global Markets

CASUS has clients both wired anglophone countries and “european” countries with language skills. The first clients were in Germany, and then new clients were established in North America. Most notably, a slight customization was dubbed CLIPP (Computer-assisted Learning in Pediatrics Program) and the 31 or more cases developed in it are in use by over 80 medical schools in the United States and Canada.

CASUS Projects. CASUS. 2009. Retrieved September 23 from
http://www.casus.eu/index.php?article_id=22&clang=1

Face 5: Development of the Market

It appears that clients in Germany, Europe, and North America comprise a market that supports import of content and infrastructure. That they buy licenses to use the German server hosted system suggests that they support importing the infrastructure, and the sharing of content in the form of cases created by different clients and contributed to CLIPP in North America suggests that clients in the United States and Canada are willing to import content.

Face 6: Learning Technology Competing with Other Forms of Learning

The medical schools in Germany and North America already have well developed learning systems in the form of instructor-led courses. However, they are under pressure to achieve competencies in a growing curriculum as, for example, new illnesses, clinical treatments, technologies, and pharmacology are added each year. Many schools are under pressure to increase enrollments as there is a shortage of physicians and medical faculty to train them. Consequently, there is a little of all three levels of competition with other forms of learning. In some instances and aspects the cases are readily accepted into the existing mix of learning technologies which tend to be teacher led. In other instances, for lack of lecturers or scheduled class time, cases are used for independent study. In a third instance, the use of online cases is imposed on faculty and students who prefer lecture delivered content instead of problem-based learning or independent study.

PBworks, formally called PBwiki, is a collaboration service that has taken advantage of the growth in popularity of wikis. Their website claims: “PBworks is the world’s largest provider of hosted business and educational workspaces. We host over 800,000 workspaces, serve millions of users per month, and 96% of PBworks business users would recommend PBworks to a friend.”

Face 1 – Market Focus

I actually had a little difficulty with this. What is their market focus? Public schools, higher education, or corporate training needs? Their service seems blended. Although, their website does indicate that their major markets would be higher education and corporate consumers. PBworks has separate services, such as “Project Edition” and “Campus Edition”, which seems to support this multi-market ambition.

Face 2 – Types of Offering

PBworks is mainly a service providing a product and infrastructure for managing course and students content; although, wikis can be used for numerous other things, including asynchronous communication.

Face 3 – Who is the buyer?

I see two options here, being:

• “Learning bought for Learner” – perhaps, for example, it is mainly for higher education courses where the instructors wish to include wikis in the course; and
• “Learning Bought Centrally” – perhaps, for example, a university or schools district has adopted the idea of wikis and wishes to provide this type of learning environment for the entire institution.

This seems evident in the various packages that they provide.

Face 4 – Global Markets

PBworks is mainly focused on “Wired Anglophone Countries, although there is a small market in other areas.

Face 5 – Development of the market

PBwork saw a niche in the market. MediaWiki and Wikispaces would be the two other major competitors; however, PBworks, perhaps seeing the growth of wikis in education and corporate use, simplified the enduser’s experience with wikis. The international market freely imports content and infrastructure, although I’m not aware of many (if any) local companies that produce wiki packages.

Face 6 – Learning Technology Competing with Other Forms of Learning

PBworks would fit under the category: “Learning Technology Substitutes for Others Forms of Learning”. For one thing, their product and service may have to compete with the various LMSs, other Social Media platforms, such as NING, blogging platforms and other services, such as Google Docs. But that’s just “eLearning”. PBworks would have to compete with face-to-face appracs to collaborative approaches to learning.

Originally, known as PBWiki, PBWorks is an online collaborative environment that allows users to create wikis fairly easily. It operates on the “freemium” model (free low level features plus a fee for higher levels that offer more features) and uses its own proprietary software which seems to evolve and improve year by year. When it was first released, it was markedly simpler to use than other wiki programs and has added more functionality such as more stringent security measures and audit logs which holds appeal for commercial applications. I have some experience with the company/product through doing a wiki for a History 12 class. A great product/service that I feel educators should explore given the time. So…

Face 1: Market Focus-(K-12, higher education, commercial)

PBWorks has and is being used by all three of the above categories. Save lower level grades (which might not be able to use computers until a certain age), this product has huge appeal for middle school and high school, universities/colleges, and businesses as well. According to their website, commercial ventures are their main focus with the claim to fame that they have users in half of the Fortune 500 list.

 Face 2: Types of Offerings-services rendered/product description

Obviously, the company offers workspaces for individuals, companies, cohorts etc to collaborate on various projects or personal quests. Simply, a wiki is a set of interlinked web pages that allows the user(s) to edit and share information in particular field or application. These wikis allow for different levels of access and editing/deletion abilities so as to preserve the integrity of the work being done. One is able to navigate fairly easily through a number of pages in specific folders and users can leave comments and insert both links to other pages/sites and actual multimedia files.

 Face 3: Who is the Buyer?

The buyer fits into seven different categories including:

 Master Pricing Guide

 The basic/free level appeals to individuals and those needing only basic services. The “Public” level is aimed at libraries/institutions while the differences between the Classroom and Campus editions is the number of users and number of workspaces. Standard, Legal and Project editions all allow for unlimited storage measured in Gigabytes. The differences between all seven categories is fairly substantial. For more go to:

http://pbworks.com/content/pricing-overview

 Face 4 – Global Markets

According to PBWorks, the only language that it is offered in is English (main business language) “PBworks itself (tools, help, support) is not available in languages other than English.” However, it utilizes Unicode meaning that any language that you can type in from your computer will be displayed in the workspace pages. So, you can use other languages but if you need help it is going to be in English. Customers include companies from Australia, the US, the UK, South Korea, Canada and China. A company like Bracewell and Giuliani has ten offices around the world and 450 attorneys. Basically, the nature of the product/service makes it very attractive for anyone with Internet access that wants a collaborative experience.

 Face 5 – Development of the Market

Arguably, PBWorks is the giant in the wiki business. Over 50 000 businesses subscribe, they host over 900 000 workspaces and millions of users utilize it each day. According to various sources, the company does spend time/money developing new features that reflect what their customers are telling them or are based on observed trends.

 Face 6 – Integrating the product in the education system

The product itself is relatively easy to use and includes very substantial and well developed webinars and technical support – that is a strength of the company. Hardware needed to run this is minimal and speed of the internet connection is not absolutely crucial. The playing of multimedia might be an issue. Getting students to use this would not be hard as it imitates blogging in some ways; however, some might feel self conscious posting comments/ideas using their own names. Cost is quite low and can be free unless many features are needed. Evaluating user contributions can be eased by paying more for a higher level edition.

Rosetta Stone  is a second-language learning software which pairs a combination of images, text, and sound with new language vocabulary. This removes the ‘translation’ step and allows the learner to attach the new language to real objects rather than their native language words.  This approach more closely mimics how people learn their first language as children. The projected total revenue of $245.0 to $248.0 million of 2009 includes their recent (April 15, 2009) IPO on the NYSE under the symbol RST. (from www.RosettaStone.com)

Face 1 – Market Focus

Rosetta Stone claims to be “a leading provider of technology-based language learning solutions”. A large portion of their sales is to retail outlets for consumer training but they offer online versions and various bundling options for schools and corporations.

Face 2 –  Types of Offerings

Rosetta Stone offers pre-packaged content for second language learners starting with beginner levels up to common conversational.

Face 3 – Who is the Buyer?

Retail buyers are purchasing the products directly for their own use.  Schools and corporations purchase licenses for their students or employees.

Face 4 – Global Markets

Rosetta Stone’s products are sold in 150 countries, teaching over 30 languages.  It has an international focus and fills wired Anglophone countries, European countries with English language skills, European countries requiring translation, and Asian countries with quality internet.

Face 5 – Development of the Market

In the case of Rosetta Stone the “Market Supports Export Oriented Learning Technologies and Substitution of Imports” is the most representative.  Other companies can (and do) make language-learning software but Rosetta Stone is a leader in many markets.

Face 6 – Learning Technology Competing with Other Forms of Learning

As a prepackaged product, Rosetta Stone products are often a substitute for other forms of learning. In a school or corporate setting the technology may be used to support other systems of learning.

Team Help Cubed

Face One:  Market Focus

Distance learners, remote learners and students who need more assistance at home.  The software that is developed is utilized by students who have access to a computer and their assistance is from teachers online.  These students are being home schooled but online.  At any point in time, the teacher can take over the computer of the student and guide the student in what or how to solve any problems.

Face Two:  Type of Offerings

This type of offering is definitely a support system for the students.  They can provide guidance and direction when students are confused.  It is a stepping stone for the students so that they can move onto the next stage.

Face Three:  The Buyer

The buyers are school districts.  The purchasers within that district can access how many hours of this help line they would like to purchase.  They should also decide how many teachers per subject should be hired.

Face Four:  Global Markets

The software and hardware is available for Personal Computers and Macintoshes’.  For now, the project is in its’ preliminary stages and therefore is closed to Alberta right now.  Once the program has been working fine and the bugs have been ironed out, there will be availability to other provinces and even other countries.  We must look at hiring teachers who can speak French and other languages of school boards that are interested in the program.

Face Five:  Development of the Market

Roll out for such a program will begin in the rural areas.  In addition, it is also being offered for students wanting to study other languages because many students would like to enter University (or post secondary education) with a second language.  Often it is difficult to find teachers that can speak other language.

Face Six:  Integration of the Program

It will be easy to introduce this program into the homes of students who need help.  It would save the parents from having to hire a tutor.  It would be available for students in the evening hours and weekends.  Students would not have to leave their homes and have a larger success factor in all their courses.