{"id":2774,"date":"2009-10-05T19:16:59","date_gmt":"2009-10-06T03:16:59","guid":{"rendered":"https:\/\/blogs.ubc.ca\/etec522sept09\/?p=2774"},"modified":"2009-10-05T19:21:24","modified_gmt":"2009-10-06T03:21:24","slug":"pitch-assessment-recombo-2004-2005-ingenia-ubc-olt-and-ubc-it","status":"publish","type":"post","link":"https:\/\/blogs.ubc.ca\/etec522sept09\/2009\/10\/05\/pitch-assessment-recombo-2004-2005-ingenia-ubc-olt-and-ubc-it\/","title":{"rendered":"Pitch Assessment: Recombo (2004, 2005), Ingenia, UBC OLT, and UBC IT"},"content":{"rendered":"

Recombo 2004<\/strong><\/p>\n

CEO Credibility:<\/strong><\/p>\n

Brad McPhee (VP):<\/em><\/strong> In this clip, he does not come across as very confident; not quite sure where this company is really going \u2013 it is not clearly stated<\/p>\n

Management Team:<\/strong><\/p>\n

Says there is a great team, but no description.<\/p>\n

Business Model:<\/strong><\/p>\n

The model seems to have many areas of products and services \u2013 it feels very scattered.<\/p>\n

Competitive Products:<\/strong><\/p>\n

Market size, market share, and selling price were not discussed.<\/p>\n

Market Readiness:<\/strong><\/p>\n

The company seems ready for tackling various areas and pathways, but this also means that there is no clear path being laid.<\/p>\n

Technical Innovation:<\/strong><\/p>\n

Being able to unlock information from any format and share the content object with others \u2013 this seems to be their \u201cedge\u201d<\/p>\n

Exit Strategy:<\/strong><\/p>\n

Does not seem to have a clear destination.<\/p>\n

Overall Investment Status:<\/strong><\/p>\n

There is an innovative idea, but the path to success is not clear.\u00a0 They need to have a clearer vision before I would invest.<\/p>\n

Recombo 2005<\/strong><\/p>\n

CEO Credibility:<\/strong><\/p>\n

Brad McPhee:<\/em><\/strong> Compared to the previous pitch, he is more confident as a speaker; knowledgeable, but still lack a clear vision (always changing throughout the last few years)<\/p>\n

Management Team:<\/strong><\/p>\n

Mentions that there are 3 sales, currently 12 people on team, in process of hiring 10 new employees within the next 3 months.<\/p>\n

Business Model:<\/strong><\/p>\n

They have moved from a products model to a service (solutions based) model.\u00a0 Clearer than last year. They plan to be more focused and choose the \u201cright\u201d companies to work with.<\/p>\n

Competitive Products:<\/strong><\/p>\n

Brad seems confident in only working with big companies (100 million dollar business) and will turn down smaller ones. Compares the company with IBM.<\/p>\n

Market Readiness:<\/strong><\/p>\n

They are in a year of transition, changing their targets. They are willing to sell the business when the time is right.<\/p>\n

Technical Innovation:<\/strong><\/p>\n

They have the support of a lighthouse (publisher), which seems to lead them into a bigger network of customers.\u00a0 This will give them an \u201cedge\u201d into the market.<\/p>\n

Exit Strategy:<\/strong><\/p>\n

The business seems to be growing (expanding and doubling in staff size).\u00a0 Again, the company seems flexible with its path, but this means that they do not have a clear vision of a path.<\/p>\n

Overall Investment Status:<\/strong><\/p>\n

Although the company is innovative and always looking for new chances and ways to improve, it is not solid enough \u2013 I would be cautious when investing.<\/p>\n

Ingenia<\/strong><\/p>\n

CEO Credibility:<\/strong><\/p>\n

Ramona Materi:<\/em><\/strong> Confident, although stumbles through her presentation; knowledgeable and has a vision.<\/p>\n

Management Team:<\/strong><\/p>\n

Claims to have a team of qualified people with masters and PhD degrees, but does not state exactly in what field.\u00a0 Also, her presentation (including photos) was more about herself than her team.\u00a0 There is no \u201cteam\u201d presence.<\/p>\n

Business Model:<\/strong><\/p>\n

They have done research and have a good argument about their market.\u00a0 They have experience already in the region.\u00a0 They have done their homework and understand their competitions (ex. Japan)<\/p>\n

Competitive Products:<\/strong><\/p>\n

It seems that there is a market and support from the government; they have a price for investors, but these prices are not specific enough for me to want to invest.<\/p>\n

Market Readiness:<\/strong><\/p>\n

The company seems ready and is waiting for investment.<\/p>\n

Technical Innovation:<\/strong><\/p>\n

E-learning is not new, but it seems that it is an \u201cedge\u201d in Vietnam.\u00a0 However, there is not enough evidence about Vietnam\u2019s interest in this market.<\/p>\n

Exit Strategy:<\/strong><\/p>\n

She has a clear destination; she seems knowledgeable that there is a market and money to be made in Vietnam.<\/p>\n

Overall Investment Status:<\/strong><\/p>\n

She is asking for a large sum of money.\u00a0 However, 40% of the $100,000 investment is for airfare for 2 people.\u00a0 On a simple online check, her quote is 4x the amount that is needed.\u00a0 This makes me wonder: where exactly is all the money going.\u00a0 I need more convincing before I part with $100,000.<\/p>\n

<\/strong><\/p>\n

<\/strong><\/p>\n

UBC OLT<\/strong><\/p>\n

CEO Credibility:<\/strong><\/p>\n

Michelle Lamberson:<\/em><\/strong> Knowledgeable about her work, has a clear vision, confident that her and her team will succeed with the support of UBC; comes across as a good leader with a big team<\/p>\n

Management Team:<\/strong><\/p>\n

Have highly qualified individuals on the team<\/p>\n

Business Model:<\/strong><\/p>\n

Has a strategic plan. Work with many faculties and faculty members to support them in the projects. Have IT as support to provide the infrastructure.<\/p>\n

Competitive Products:<\/strong><\/p>\n

Perhaps there are competition with other institutions; but they seem to run the entire platform system in their own university.<\/p>\n

Market Readiness:<\/strong><\/p>\n

Continually tries to improve. Have bought and are hosting wiki\u2019s and blog\u2019s<\/p>\n

Technical Innovation:<\/strong><\/p>\n

Innovative \u2013 look towards students as knowledge builders, provide framework and tools for individuals to use.\u00a0 Success comes from blending technology with learning<\/p>\n

Exit Strategy:<\/strong><\/p>\n

Driven by faculties and schools.\u00a0 Provide services.\u00a0 Will be successful as long as the institution (UBC) supports it.<\/p>\n

Overall Investment Status:<\/strong><\/p>\n

Need to prove to UBC that they are valuable.\u00a0 There is a great leader and this section seems to be successful.<\/p>\n

<\/strong><\/p>\n

<\/strong><\/p>\n

UBC IT<\/strong><\/p>\n

CEO Credibility:<\/strong><\/p>\n

Ted Dodds:<\/em><\/strong> A very confident speaker, has a clear and strong vision of where he is going, seems very knowledgeable.<\/p>\n

Management Team:<\/strong><\/p>\n

Has a strong team; all of the VPs at UBC (5) are on the team<\/p>\n

Business Model:<\/strong><\/p>\n

Knows the importance of having a clear vision. Community based; interactive; have annual town hall meetings. Have partners working at the strategic level. They have an e-strategy framework.<\/p>\n

Competitive Products:<\/strong><\/p>\n

They are innovative. Prepared to create and work with other universities.<\/p>\n

Market Readiness:<\/strong><\/p>\n

The team seems to be ready to deal with anything that is new on the market<\/p>\n

Technical Innovation:<\/strong><\/p>\n

They are innovative and unique in Canada.\u00a0 Prepared to stay on top with technology (open source, community source, etc.)<\/p>\n

Exit Strategy:<\/strong><\/p>\n

Very clear vision and path to success.<\/p>\n

Overall Investment Status:<\/strong><\/p>\n

Ted has a very clear vision and knows where this team is going.<\/p>\n","protected":false},"excerpt":{"rendered":"

Recombo 2004 CEO Credibility: Brad McPhee (VP): In this clip, he does not come across as very confident; not quite sure where this company is really going \u2013 it is not clearly stated Management Team: Says there is a great team, but no description. Business Model: The model seems to have many areas of products […]<\/p>\n","protected":false},"author":1009,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[153],"tags":[409],"class_list":["post-2774","post","type-post","status-publish","format-standard","hentry","category-mod02business-bootcamp","tag-m2"],"_links":{"self":[{"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/posts\/2774","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/users\/1009"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/comments?post=2774"}],"version-history":[{"count":6,"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/posts\/2774\/revisions"}],"predecessor-version":[{"id":2784,"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/posts\/2774\/revisions\/2784"}],"wp:attachment":[{"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/media?parent=2774"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/categories?post=2774"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.ubc.ca\/etec522sept09\/wp-json\/wp\/v2\/tags?post=2774"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}