cyberview

CYBERVIEW
PUNCHLINE
Innovation, Concept development & Projektmanagement,
F2010 ved Thomas Pederson
Gruppe3: Renee Korver (dutchgirl@itu.dk),
Charlotte Lærke Weitze (clwe@itu.dk), Mark Esbech
(markesbech@gmail.com) og Steen Fallon (sjfa@itu.dk)
side 1
side 2
Contents
Concept
Scenario
Introduction
Running through time: Blue Ocean Strategy
Motivation and Concept
Target group
Description
Our Concept
Glasses
Website
Analysis of the product
Prototypes
SWOT
Approach
The user
The process
Gantt Chart & Scrum
Our competitors
NABC
Stakeholder analysis
Business plan
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Business Plan
Background information
(Executive) Summary
The business description
The industry
The product
The business
The market
Feasible market
Market share
Business position
Pricing
Distribution
Promotion plan
Sales potential
Business model
Competitive analysis
Design and development
Schedules and costs
Development budget
Personnel
Assessing risks
Operations and management
Organizational structure
Personnel numbers
Capital requirements table
Costs of goods table
Financial statements
Income statement
Cash flow statement
Balance sheet
Appendices
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Reflections
Reflections on team work / process
Reflections on Gantt/Scrum
Reflections on the product
Socio-relevance
Conclusion
Bibliography
Appendix
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side 3
Scenario
It is half past six in the morning, and the sun is just peeking over the horizon as Ann comes out of her
apartment and gets ready to start running. She stretches, adjusts her watch, and starts the timer as
she sets off to run her usual route along the asphalt road bordering the beach.
She loves running and uses her watch to record running times. Seeing how she builds endurance and
improves her running times is very satisfactory to her. One of her colleagues at work also runs, and
during their lunch break they often discuss their progress, time and distance with each other.
While running, Ann is focused on nothing else but her breathing and the rhythmic sound of her feet
as they hit the asphalt. The only thing that breaks her concentration every now and then is when she
has to lift her arm to check how well she is doing time wise.
Ann knows it cannot be helped, but is still slightly annoyed by this small act that infringes on her
running routine.
side 4
Introduction
This report presents the concept of Cyberview and the business plan, that can take the concept to
the actual market.
Cyberview is a very advanced running equipment combining two brand new technologies, transparent OLED displays and SKINput tech, giving the runner an efficient, userfriendly and comfortable
experience by visual communication.
Cyberview consist of three parts, the glasses, the bracelet and the website:
GLASSES (should be in product description)
BRACELET (should be in product description)
WEBSITE (should be in product description)
Glasses with transparent AMOLED display making it pos-
Bracelet containing, Pedometer, GPS, SKINput technol-
Website giving the user access to the Cyberview com-
sible for the runner to see important data while running.
ogy and USB port.
munity. Here the runner can download various running
AMOLED is new display type:, Active Matrix Organic Light
SKINput works by measuring various unique sounds.
programmes, upload their running data, compete with
Emitting Diod, that can be produced extreemly thin,
These sounds can be programmed to do a sertain action.
friends etc.
bendy and transparent making it possible to implement
for example by various clicking combination with your
Userbility is a key aspect for the website - even though
them in glasses. The information shown in the display is
fingers the runner can control the display. SKINput is also
Cyberview contains many advanced technological fea-
calculated acoording to trigonometria so it appears to
able to mesure the puls by the unique sound here.
tures it is absolutely nececary to make them as userfre-
be approx. 1 meter in front of the user (3D technique).
The GPS measure pricisely the location over time, which
indly as possible.
The glasses have a UV-coating only activating darkness
gives varois informations to the display.
when shiny.
The USB port connects bracelet to computer.
side 5
Functionality (flettes sammen med produkt
beskrivelse - steen)
Visual information
cyberview system
GLASSES
- Transparent MAOLED display
- UV sensitive coating
- bluetooth reciever
- battery
BRACELET
- SKINput (puls and control)
- OLED display
- Buttons
- bluetooth
- USB outled
The display principle used in Cyberview is the same as
in various 3D applications. The right and left eye do not
recieve the same infomation, on the contrary the information shown will give the user an illusion that the visual information will be approximately 1 meter in front
of him/her.
side 6
COMPUTER
- Cyberview website
- Runners’ community
- Customize your running programmes
- Program SKINput control system
- Adjust visual comminication style
LØBEKULTUR
I ET Blue
TIDSPERSPEKTIV
Running
through time:
Ocean Strategy
Basic
Running
SIMPEL
LØB
Shoes &
outfit
LØBESKO
& LØBETØJ
+Stop
watch
+ STOPUR
+Puls
watch
+PULSUR
+Accelerameter
+ACCELEREMETER
+GPS
+GPS
+A.R. REALITY)
+AR (AUGMENTED
(augmented reality)
NIKE+ (iTUNES)
ADIDAS MY COACH
Red ocean
CYBERVIEW
blue ocean
In the beginning running was about basic facilites..
During time technology has developed that has
changed the way we run today by adding new param-
eters. We believe, that by adding “visual interface and ““
easy to use“ as new parameters we can create the next
blue ocean of running. Our curce is interesting, because
it combindes professional training with easy to use. This
especially manifest itself though the visual interface and
skinput technoligy making it ideal to use while running.
CyberView
ADIDAS My Coach
NIKE+(iTunes)
convensional parameters
comfort& safety
professional training
NEWER PARAMTERS
music social community
route tracking
OUR paramters
visual interface
easy to use
side 7
Motivation and Concept
Arriving at the concept
In order to start generating ideas that could possibly
lead to the concept for the project, the team decided
to make use of the individual problem-solving method
called ‘bisociation’. This method, from the text “Rebel
with a cause” assumes that there is an object, or in our
case an area that is defined beforehand (computer/IT),
and uses arbitrarily chosen nouns to start an association
between the two in order to arrive at a possible concept.
As an example.
The ideas that emerged from this method were presented to all group members by their creators, and then
discussed. The ideas were then prioritized according to
popularity, resulting in the top 5 table of ideas in Appendix XX.
Despite the fact that these ideas were all interesting, the
group had trouble seeing how to find a final concept
to work further with. It was decided that each member
of the group would write down what they wanted our
concept to be like, what it should be about in general,
without necessarily being specific about what that actual concept might be. The idea was that we were perhaps proceeding too fast, and needed to take a step back
and look at each other’s motivations and expectations
(see Appendix XX). After discussing these more general ‘themes’, the group members felt inspired and each
came up with a more specific concept. Each individual
group member then turned his or her favorite idea into
a prototype, and tried to ‘sell’ the idea to the other group
side 8
members (see Appendix XX 1-4). The type of prototype
that should be created was left to the discretion of each
individual team member, thus giving him/her the opportunity to emphasize what side of the concept should be
clarified. As can be seen in figure XX all prototypes were
intended to specify the role and the look and feel of the
concept, which makes sense when considering the purpose for which they were created. From the discussion
that took place after the presentation of each of the prototypes, a clear winner emerged. The Cyberview concept
appealed to the idea of something that incorporated
movement, music and was in general a ‘fun’ concept.
Specifying the concept.
Now that the general concept was chosen, it needed to
be specified further in terms of what it should be able
to do and whom it might appeal to. The group decided
that this would be a good point in the process to start involving our potential users. An interview guide was created, and as the Cyberview glasses were designed with
people who run in mind (without being more specific on
age, sex, frequency etc.), it was decided that all interview
subjects should be people who run. The questions in the
interview guide were meant to get general information
from the public on for example what they thought of the
concept, why they ran, what they might be willing to pay
for a concept such as our and so on. In total, 13 interviews were conducted.
Target group
Facts about the Targetgroup and
Running as Sport
“Blue Ocean” – Target group
Secondary target group
According to statistics*, three quarters of runners are
women. These women are mainly in the categories of
beginners and intermediate runners.
It is our aim to focus Cyberview’s main features on women that have just started running.
Based on our 1st user trial, we have selected the following broader secondary target group:
Through our concept Cyberview you will have the opportunity to train together with your friend from another
part of the country, and “live”, in augmented reality.
Women and men aged 18-60 (maybe discussing the
45+ as a target group, because they have the time now
their children have grown older), because we believe,
that this target group will be financially able to pay for
Cyberview.
People who run, generally have a range of different reasons for doing so: exercise, competition, getting energy,
health, fun and socializing. Perhaps it is a target for them
to lose weight, to be able to run faster, longer or more
often.
There are also various “run-genres” such as: Orienteering,
short and long distance run, jogging and interval run.
The running distances are often divided into:
Walking/ running - 5km - 10km - half marathon - full
marathon.
Almost every one of the subject that were interviewed in
our 1st user trial stated that they used gadgets for running, and did not consider it hard to use them.
They did think, however that looking at such a gadget
while running (for example a watch) was disturbing, for
their experience of “The Zone”, a positive and relaxing
mental state you can achieve by running. One runner
using a gadget helping to train in the right pulse-zones
found it very useful, to get into better shape.
*)
http://www.dgi.dk/Forening/Bornholm/nyheder/
L%C3%B8b_eksploderer_i_DGI_%5Ba25722%5D.aspx
You will also have opportunities for personalized coaching downloads, either for listening or viewing.
Our goal is to reach out for a “freedom loving”, socially
oriented audience, that prefer an easy to use and efficient running gadget.
Cyberview does not limit itself to this section of runners but will also be used by the ambitious runner who
wants to enhance her performance through heart rate
zone training, with state of the art collection and comparison of running data, and music only interrupted by
the coach.
The product will aim at this target group in marketing, in
the prioritised defalt setting of the device and by developing the social part of the koncept as a central part of
the experience.
Our main approach concerning marketing, will thus be
at this target group. However, the product will certainly
be produced, so it will meet the needs of other targetgroups as well.
At the same time, the target group has an age, where it
can be assumed, that they have an interest in a technological approach to their run.
(However, our first field study showed that the 2 informants 50+ did not want this kind of high tech, but
preferred a stopwatch).
The secondary target group’s running frequency should
be from 3-7 times a week. We want Cyberview to be an
offer for more serious runners, running up to 7 times a
week, as an effective and easy training tool.
It is important that the target group is open to new
technology and perhaps also know of using gadgets
with their computer, in short terms that they are not
“afraid of technology.”
side 9
Description
Running gear
Running is probably the most universal kind of workout.
As an incentive for training, in order to progress or just
out of curiosity people often tend to monitor their training. This, in the world of running can take on multiple
forms ranging from the really basic “I run for 20 minutes”
to the more scientifically advanced juggling with heart
rate data, running zones and so forth.
Accordingly, quite a diverse array of running gear is to
be found.
The most basic is the stopwatch, which basically just
measures elapsed time. For people requiring more data,
there are overall 3 major systems, which can be combined.
The pedometer system is made up of 2 parts: a chip,
which you fasten to your running shoes and an information processing device which could be a watch, mp3
player or other. The chip reacts to steps, and streams data
wirelessly to the other device. Here, the data is translated
into speed information, completed distance, calories
consumption, etc. This method provides reliable data, is
cheap and therefore is widespread. Nike is the foremost
exponent of this method via their Nike Plus running concept.
(sæt billede af pedometer system ind her)
The second method is the GPS watch. This system is
made up of either one watch integrating GPS functionality – logging of speed, distance, and basic navigator
functionality – or of a GPS module streaming data wirelessly to a watch, which then processes the information.
side 10
This method provides a little more advanced functionality and is a bit more expensive than the pedometer
method. Manufacturers like Garmin and Polar are major
actors in this market.
(sæt billede af GPS-ur system ind her)
The method of choice for serious runners is monitoring heart rate. This method introduces a new piece of
hardware: the heart rate monitor. This device, strapped
around the chest records heart rate, and streams the
data wirelessly to another device, which is either a pedometer system, or a GPS device. Heart rate data is
used to “scale” your running into different speed “zones”,
whereby the workout is optimised. Heart rate monitors
are often accessories to Garmin and Polar gear. Adidas
seems inclined to enter the competition and swallow
market shares with their miCoach concept.
(sæt billede af Pulsmåler system ind her)
It is usually possible to connect the information-processing device (be it pedometer or GPS) to a computer,
thus supporting the hardware with a software platform,
allowing storing workout data, presenting them in the
form of graphs, etc.
Frequently, manufacturers offer the option of creating personal profiles on web based platforms, bringing
together diverse services such as data processing and
presentation, personal coaching, training programmes,
connecting to a virtual network, sale of related gear.
They thus create a “universe” or “world” centred on the
user and the specific gear being used.
Hitherto, it seems as if the use of advanced running gadgets has been specifically appealing to either the technologically savvy person (the gadget fetishist) or the serious runner for whom running has been promoted from
healthy hobby to lifestyle. Thus it has involved the use of
multiple-part devices, the patience for setting these up,
the uncomfortable interaction moves during the workout, etc.
Cyberview
(afklare hvad der kan rykkes ned til product under Business description)
Whether you are sweating on a stadium or treading new
paths in the forest, the CyberView ® X1 is an exciting and
rewarding acquaintance. CyberView ® X1 allows you to
keep track of your covered distance, down to the single
centimetre and heartbeat.
When having tried out your first workout with CyberView ® X1, there will be no turning back - this super userfriendly technology provides your training with new fantastic dimensions.
(Mangler et kort afsnit der specifikt er henvendt til målgruppen – noget om æstetik, simplicitet, ..)
Keep track of your performance
CyberView ® X1’s integrated GPS allows you to keep track
of all aspects of your workout, by logging such data as
distance, average speed, etc. Connect it to your computer after running and it will upload all your data to the
CyberView website. Your running data is there rendered
accessible in the form of comprehensible graphs showing how much you exert yourself so you can monitor and
improve your fitness.
Your personal coach
Log in to the website and click the coach tab. You’ll be
guided towards finding a running program fitting your
personal needs. Based upon heart rate monitoring, fitness experts have developed a multitude of running pro-
grams for CyberView all suited for different purposes like:
starting up, running 5k, 10k, marathon, half marathon,
etc.
Whenever done, download your running program to CyberView, mount the gear and let CyberView coach you.
Simple.
Three parts
(indsæt mockups her. Evt storyboard)
Though brimming with cutting edge technology, CyberView is actually really simple to use. It consists of just
3 parts. A bracelet, a pair of running glasses and some
software.
Find your way
CyberView ® X1’s GPS functionality enables it to serve as
a basic GPS navigator. It can thus guide you to a particular destination, help you return to your starting point,
run cross-country, etc. Furthermore you can download
new running routes. The directions will be streamed to
your glasses, freeing you from memorizing routes and
releasing you from your running routine.
The bracelet
Strapped close but comfortably to your wrist, the CyberView bracelet is actually an elegant and state of the art
computer. It contains fine tuned GPS technology monitoring your training in real time, feeding you with data
such as speed, distance and location. As well, the bracelet contains sensors that measure your heart rate. Using
heart rate data is the way to get the most out of your
workout. It optimises your training programs, so that you
reach your goals fast but safely. Keeping track of heart
rate data can be complicated though. Why not let CyberView do the job, and translate the calculations into 3 simple lines: speed up, slow down, keep the speed. Simple.
The bracelet has no obvious controls. That’s because
pressing small buttons on a device strapped to your wrist
or arm while running is awkward. Instead, CyberView
simplifies interaction. The integrated skinput technology
allows you to control the device by just tapping your arm
or hand. That’s it. The bracelet registers the sound made
by tapping, and transforms this into a predefined input.
Just like pressing a button or turning a switch.
Neither has the bracelet got an interface. Looking at
smallish displays, bending your head while running. All
that is quite uncomfortable. CyberView puts the data
Accessible web platform
Log in to the CyberView website, and gain easy access to
your own profile. Visualise your progress, customise your
personal running programs, hook up with friends, issue
or accept dares and challenges. Find expert advice on
training, diet and all maters of useful subjects.
CyberViews web platform is extremely easy use, and will
keep up your motivation for working out.
Easy Control
CyberViews innovative use of skinput technology, frees
you from the often-cumbersome interaction with your
running gear. Control the information displayed on your
glasses, by tapping your hand. That’s it.
side 11
right where it should be: in front of your eyes. The wireless technology integrated into the bracelet streams
data directly to your running glasses.
The glasses
CyberView’s running glasses are much more that just
that. They belong to a whole new class of devices for
personalised information management. They present
the information wirelessly streamed by the bracelet to
the user. He or she perceives the environment as usual,
but additional information - speed, distance, coaching
advice, directions - is presented via an advanced form
of glasses that carry micro displays (Augmented Reality,
AR). The user can deliberately customize this visual information beforehand. The interaction (eg. control of information displayed) takes place via the aforementioned
skinput technology. This results in personalized, mobile,
interactive, see-through AR Displays.
The data or the image is projected onto the retina from
an organic light-emitting diode (OLED) micro-display,
making the image appear as if it’s a meter in front of the
wearer.
OLEDs have been used to produce a high-luminance
micro-display, as the image needs to outshine the ambient light to be seen clearly against changing and highly
contrasting backgrounds.
The Software
The first time you connect your bracelet to your computer via the integrated Micro-USB port (which incidentally
also is the way to charge both bracelet and glasses), you
will be prompted to download a program from the Cyside 12
berView homepage. This program allows you to customise your device entering data such as age, weight, etc.
The program, as well, allows you to customise the type of
data you want displayed - running data, GPS info, coaching info - and to set the skinput controls to your likings.
Fx. One tap: brings up speed, 2 taps clears the display.
Using the device after a little configuring is possible.
You can also choose to set up a profile on CyberView’s
homepage, and thus expand the functionality considerably. There, you gain access to personalised training programs, that you can download to your device. Running
routes taking advantage of the GPS navigator features.
The CyberView community with whom you can share
fun, runs, challenges. You name it.
(indsæt illustrationer)
Technology
skinput
(kort beskrivelse + illustration)
OLED display
(kort beskrivelse + illustration)
HR monitor
(kort beskrivelse + illustration)
etc
side 13
Analysis of the product (titel ændres?)
Prototypes (sæt billeder op + beskrivelse)
side 14
SWOT 1 & 2 analysis (beskrivelse)
side 15
Approach
The user
The process
(Text)
(Tekst)
(Indsætte persona’er)
side 16
Gantt Chart & Scrum
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02/05
02/07
02/08
02/14
02/15
02/21
02/22
02/28
03/01
03/07
03/08
03/14
03/15
03/21
03/22
03/28
03/29
03/04
04/05
04/11
04/12
04/18
04/19
04/25
04/26
05/02
05/03
05/07
05/10
05/16
05/17
05/23
05/24
05/30
05/31
06/06
06/07
06/13
06/14
06/17
INSPIRATION / STARTING UP
CONCEPT: CHOISE
03/19
CONCEPT DEVELOPMENT
CONCEPT PRESENTATION
05/21
04/20
REPORT DRAFT
05/25
REPORT HAND-IN
EXAM PREPARATION
EXAM
06/14-17
13
14
15
SPRINT 01
SWOT/NABC
QUICK+DIRTY
17
SPRINT 02
REPORT DRAFT
I T E R AT I O N 0 1
16
SPRINT 03
R A P P O R T U D K A S T: O P D A T E R E T
DISCUSSION
TARGETGROUP
ITER. 01
TARGETGROUP
DESCRIBTION
RESEARCH
PROTOTYPE
SCENARI0
ITER. 01
SWOT/NABC
I T E R AT I O N 0 2
INTERVIEW
TARGETGROUP
STAKEHOLDER ANALYSIS
BURNDOWN CHART 01
DISCUSSION
TARGETGROUP
ITER. 02
18
PERSONA
DESCRIBTION
BUSINESS MODEL
BURNDOWN CHART 02
R A P P O RT FÆ R D I G
PROTOTYPE
SCENARIE
ITER. 02
SWOT/NABC
I T E R AT I O N 0 3
FEEDBACK
TARGETGROUP
MARKETING STRATEGY
PRODUCT
PROCESS
REFLECTION
REFLECTION
MANAGEMENT /
ORGANISATION
BURNDOWN CHART 03
side 17
Our competitors
Dette afsnit skulle vist ikke med, så vidt jeg husker.
det ingår i nogle af de øvrige afsnit. Drøftes videre på
fredag)
side 18
Stakeholders
Dette afsnit bliver tilføjet - formentlig som en tabel forhåbentlig inden fredag.
side 19
NABC
Indsæt tekst mm
side 20
Business plan
nyt kapitel
tydelig visuel markering deraf
evt på ny illustration med cyberview
tagline
side 21
Business description
The industry
Running has in the past few years become big business.
This trend is global and shows very clearly in Denmark.
In fact figures show (indsæt statistik) that minimum xx
percent of the population run regularly. Running is thus
among the top workout forms, and people are increasingly willing to pay for it. Sales of running apparel and
equipment are soaring (Nike, Adidas, ...tal), running clubs
experience a substantial influx of new members, races
like the Copenhagen Marathon or the DHL Stafet are being organized, drawing hundreds of thousands of participants yearly, and generating revenues in the millions.
In addition to this, an increasing number or websites are
popping up dealing with all aspects of running such as:
diets, coaching, sharing of experience, etc.
Retailers specialized in running gear like Marathon Sport
(footnote) have become popular and have proliferated.
Traditional sports gear retailers like Sports Masters, Denmark’s largest sporting goods retail chain report sales of
running-related products growing by at least 20% yearly
for the past 5 years (footnote). In addition they experience a rising demand for specialised equipment and expert advice.
This illustrates the fact, that running for many people
has turned into a serious occupation, often governed by
the same professional methods that people use in their
professional life: setting up running projects, working
out strategies to reach the goals, evaluating the process,
etc...
Running has thus unquestionably undergone an unside 22
The product
precedented commercialisation and professionalisation.
In all likelihood the trend will continue. It even seems to
become more pronounced. This indicates a huge and
growing market for innovative running related gear.
(mangler lidt om: Who will you sell to, how will the product be distributed, and what are the business’ support
systems? Support may come in the form of advertising,
promotions and customer service.)
(Noget om Cyberview - salgsretorik)
The business
(noget om vores forretning, indtjeningsmuligheder)
side 23
The market
There are several running gadgets on the market, most
like for example the Garmin Frontrunner series and the
Polar running watches limit themselves to a single device, namely a (GPS) watch with a number of relevant
functions to runners. Our two main competitors on the
current market are Nike+ and Adidas miCoach.
Feasible market
Nike+ is currently the biggest competitor, its strategy
aimed at “making the user the hero” (http://www.hypergene.net/ideas/nike.html). It is also the cheapest of the
current running gadgets with a starterskit from about
170 kroner.
Nike+ was launched in May 2006 and currently boasts
over 1.2 million users, thereby having gathered “the largest community of runners ever assembled”
(http://www.wired.com/medtech/health/magazine/17-07/lbnp_nike?currentPage=all).
Nike+ is very much aimed at creating an online community of runners where its users can share their running data and socialize with each other. With a standard
Sportskit at a costing price of about 170 kroner, Nike+ is
also one of the cheapest running gadgets on the market,
providing one has the equipment to go with the starter
package.
Segmentation Nike market:
Nike+ seems to be directed at the ‘mass market’. It has
been made as cheap and user friendly as possible. The
social aspect attracts a lot of users. Nike+ limits itself
through the type of information is gives (distance, calories burned, time and the pace of your run) which might
be too limited for more experienced runners: “I find the
Nike+ too simple” (http://www.calvinshub.com/2010/02/
nike-or-adidas-micoach-pacer/). Another way in which
Nike+ is limited is in the fact that it does not provide the
possibility for live feedback. Data is recorded and afterwards uploaded and used on the Nike+ website.
It cuts off more users by its collaboration with Apple
ipod, and its limitation to Nike running shoes for the running sensor.
Adidas miCoach was officially released on the 20th of
March 2010 and is therefore a relatively new running
gadget. It consists of more parts, and its target group is
the more professional runner, who wants to collect more
data than is available from Nike+. Since Adidas miCoach
is still so new, no reliable figures on its market share are
available as of yet. It does expect, however, to obtain a
share of the market that is currently taken by Nike+. With
prices from about 800 kroner, all depending on the number of gadgets/possibilities you would like to have, Adidas miCoach is much more expensive than Nike+.
side 24
Another more serious problem with the Nike+ system is
the apparent ease with which people can ‘hack’ their way
into the user data recorded by the RFID based running
sensor, which might scare off people who do not want
to run the risk of such tracking (http://www.wired.com/
science/discoveries/news/2006/11/72202).
Segmentation of Adidas miCoach:
As opposed to Nike+, Adidas miCoach seems to focus
more on capturing a share of the more professional runners. The gadget requires more of the user technically,
but is more compatible as it can be used with any running shoe of mp3 player. It offers more possibilities on its
website in terms of graphs and data, but it is not possible
to share anything with other runners, a possibility which
Nike+ heavily promotes. Batteries in some of its parts are
replaceable, but the shoe sensor is still a use once item
(http://gizmodo.com/5479456/adidas-micoach-pacerreview-like-nike%252B-only-better).
Market share
We aim to capture part of the market that is currently occupied by Nike+ and Adidas miCoach.
Business position
As stated before, Nike+ aims mainly for the ‘popular’ market, using ipod to lower the price of their product. They
limit themselves by their incompatibility with other mp3
players, and the lack the lack of information that is more
useful for runners on a more professional level. The data
that is collected can only be used after a run has been
completed; there is no real possibility of live feedback of
the data that is being collected.
Adidas does aim at more professional runners, and its
gadgets are compatible with any mp3 players. What
they do not offer is any kind of community participation
through their site, and although they provide with the
possibility of audio feedback on the progress of the run,
it is limited to audio only.
Cyberview combines the social with the professional by
offering a new running solution to its customers. When
running using our product, women will be able to get
live visual feedback on their progress. Instead of having to reach to change settings etc. they will be able to
control the input by tapping the fingers of one of their
hands. No voice interrupting the music they want to
hear, no movements interrupting the ‘zone’ they are in.
You are in control. Cyberview provides women with the
ultimate running experience.
Pricing
Our product consists of:
A pair of glasses
-frame
-lenses (OLED technology) costs about (2x) 20 to 30 $ according to a former employee at Motorola
-earplugs + cord for mp3 player
-sensor that communicates with bracelet
A bracelet
-bracelet itself
-integrated heart rate meter
-integrated skintouch sensor
-integrated usb connector
-sensor that communicates with glasses
We need to figure out what the production prices of
these parts might realistically be.
From our first interview we learned that runners (who
were interested in running gadgets) are willing to pay
about the same amount as they did for the gadget they
are using now. In order to compete with Nike+ and Adidas, Cyberview should not be more expensive as them
(meaning a possible price range between 170 and 800
kroner).
Distributions
Nike+ distribution channels are the Nike website, other
sports related websites and the more specialized sports
shops.
Adidas miCoach is still relatively new, but it looks as
though they will use the same distribution channels. At
the moment it is still very internet oriented, and therefore not available in shops in for example Denmark as of
yet.
Cyberview will most probably make use of the same
channels as its competitors, perhaps we should take a
look at alternatives that might give us an advantage over
the others.
(like they do in for example the DHL stafetten) an agreement might be made with participating companies that
promotional versions of Cyberview might be road tested.
Such events might also be used to organize product
demonstrations as our target group will be heavily concentrated at such places. This will give us the possibility of reaching as many as possible without wasting resources.
The product should be put into production at the start of
the running season in the Spring, to ensure the longest
possible stretch of use.
Sales potential
Cyberview offers a more preferable solution for runners
who are interested in optimizing their running experience than the solutions that are currently on the market.
We need to have the pricing paragraph figured out before we can say more about the ‘exact’ sales potential,
but we know that the price of our product should stay
within the price range of its two main competitors (170
– 800 kroner).
Promotion plan
Since our product is aimed at the more professional
runner, an obvious place for its promotion would be
through running shops with some connection to running teams (EXAMPLE RIMMY*S SHOP), and the larger
running events like for example the “Eremitage løb” or
“DHL stafetten”. Where runners represent companies
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Design and development
Product, Market & Organizational Development
We will develop Cyberview to be a “state of the art
running device” by integrating new technologies and
combining them in new ways.
5) Surprising the user with relevant features they have
not seen before (ability to connect and perhaps run
with their friends in augmented reality).
This will mean that we need skilled experts to develop
and test the prototype.
The production of Cyberview will be going through
the following stages from the current concept until we
reach our exit strategy.
The development phase will run through several iterations, where the product’s characteristics, quality and
integrity in relation to the original goal will be tested by
the development team.
Simultaneously, we will test Cyberview in the target
group to ensure relevance and ease of use.
It is our plan to develop the marketing strategy for
Cyberview as a part of the concept as well, since our
competitors/ future buyers are very strong in the marketing area, and the strategy to get into this market will
be more very important.
We will have 5 main focuses here:
1) An attractive, relevant and well functioning product.
2) Viral marketing, by producing a very catchy, impressive and fun video, aiming at everyone and not only the
main target group.
• Contacting experts on Skinput technology.
• Contacting experts in building digital artifacts.
• Creating the web-site-prototype for Cyberview
• The concept is developed to the final prototype
through many iterations and tests
• Business plan revised based on the final concept
• Tests of the final prototype on larger part of target
group, using the Cyberview homepage as well.
• The product is modified and tested again
• Marketing strategy planning in detail.
• Exit strategy
• Contacting buyers until success, modifying the concept in each case.
• Making contract with buyers
• Exit
Schedules (and costs)
Cyberview will be going through the following stages
from the current concept to the Exit strategy.
Please see the Schedule
• Contacting experts on Skinput technology.
• Contacting experts in building digital artifacts.
• Creating the web-site-prototype for Cyberview
• The concept is developed to the final prototype
through many iterations and tests
• Business plan revised based on the final concept
• Tests of the final prototype on larger part of target
group, using the Cyberview homepage as well.
• The product is modified and tested again
• Marketing strategy planning in detail.
• Exit strategy
• Contacting buyers until success, modifying the concept in each case.
• Making contract with buyers
• Exit
This could of course be defined in more detail, but for
now, we believe, that this will give a picture of the development strategy.
3) Making videos for traditional marketing with stars:
movie stars (for main target group), sport stars (for the
professional runner)
4) Making the homepage and community very individual and socially targeted, giving the user a new positive
and easy to use interface.
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Schedules (and costs)
Cyberview will be going through the following stages
from the current concept to the Exit strategy.
Please see the Schedule
• Should be related to the above.
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Development budget
Personnel
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Cyperview is developed by a creative team of 4 persons
with competences in IT development. They are graduate students in Digital Design and Communication at
the IT-University.
List of costs and duration etcetera:
How many employees, how long?
How many experts how long?
Will we work for free in the beginning?
Rates of employing development engineers?
Marketing?
Material Cost / what materials?
Revenue? How much, when?
Other?
Schedule of expenditure to what / pr. Quarter.
We already have a person that would like to assist us in
the engineering aria.
We will need advice on marketing, artdirection, programming and law.
Renée Korver Michan has extensive contacts in the
product’s target group, which would enable the company to promote and distribute the product through
these channels.
It also means that we as a team will be able to monitor
the market closely, and be able to react to any factors
whether positive or negative, that have a bearing on our
product.
She also has programming and administrative experience, and will therefore be able to play a role in the
development of the Cyberview website.
Mark is an architect and has competences in concept
development, time planning and visual communication.
Steen:
Charlotte is a trained pianist and has competences
that can be used in the strategy of the development of
the music technology part of Cyberview. She also has
experience as project manager, concerning the process
of structuring the process, being the anchorperson and
keeping deadlines.
We will have to draw on expertise from outside in a
number of areas:
Developers for the technical prototype, concerning
engineering and designing.
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Challenges and risks
Technological risks
Some of the technology we use in our product has not
yet been fully developed, and is combined with current
technologies in a new way.
Financial risks
There is a risk, that we will have difficulties in financing
the development, prototype production and sale of
Cyberview.
GoToMarket risks
When looking at our product’s closest competitors
Nike+ and Adidas miCoach, it is a big challenge to get
to the market.
There is a risk that we will not be successful in applying
and implementing these technologies, but it is a known
risk in the development of digital artifacts, as it constantly tries to move the threshold for State of the Art.
Please see our cooperation and exit strategies on p. xx.
It is our plan to involve venture capital in the prototype
development.
Therefore, we initially chose a strategy to develop the
product and then we can go 3 ways:
We will try to address these problems by knowing FAQ’s
about the individual technologies in depth and recruiting experts on the technological development.
We plan to diminish this risk as much as possible by
working structured and focused on knowing our product and the market around the product in depth.
We will attract investors by presenting a credible, thorough, price right and a captivating product. And we will
continuously provide a high disciplined, qualified and
ever corrective work (stadigt korrigerende arbejdsindsats.).
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1) sell the product to Nike or Adidas, which in this case
will take care of the marketing
2) sell the product to Reebook or Asus, they would have
the opportunity to enter the pulse / gps-watch market,
with an entirely new and competitive angle
3) market the product ourselves through advertising.
For example through the new ipod4 iad and through
various forms of viral marketing, which have low cost.
Operations and management
Under the development and building of Cyberview
and until the final prototype the creative team will not
receive any salary.
For building the prototype of Cyberview, we will recruit
a development engineer. We estimate that he must be
employed for about half a year, representing an expenditure of approx. kr. 250.000, -.
We will also need to use material for the development
of prototypes: Cost:?
The above should include:
Organizational structure
Personnel numbers
Capital requirements table
Costs of goods table
We will recruit a designer for developing Cyberview. We
estimate that the designer must work around. 3 months
It is our plan to develop a marketing concept for the
buyer of Cyberview.
We will be able to develop the marketing concept, but
will also recruit a Marketing Expert for 2 weeks.
One week for an initial supervision on our own proposals and further development, then in a week later in the
process for a further strengthening and streamlining
the marketing concept. Cost?
We will be able to develop a prototype of Cyperviews
website but can on the way we might need a programmer, an art director and a social website-geek. We will
allot 2 months for this work. Cost?
We will hire a lawyer specializing in writing contracts in
digital businesses. Cost and duration?
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NABC
1. Needs
2. Approach
According to DGI website (www.dgi.dk) that 3 out of 4
runners are female.
We see a need to make running equipment focused to
women:
- that is profoundly user friendly
- that is ideal for training
- that gives a greater experience
Cyberview will provide a visual based running equipment where you wont have be distracted when looking
at your device because you are already wearing it.
When looking at existing visual based running equipment, there is a profound distraction problem by having
to look at your divice while running.
Our appoach to take this product to the market it by
using already existing players on the market for running equipmeng. By selling the concept to them, they
can use their production apparatus and their brand will
kickstart a brand new running experience
3. Benefits / Costs
4. Competitors
The user benefits from Cyberview running equipment
by an even better training than with competitors products in an more user friendly way. CyberView combines
technocracy and fashion, and this will differentiate
Cyberview from our competitors and makes it more appealing to women.
The mayor competitors in this context is
The techonology we use, SkinPut and MAOLED, are
soon available in a pricerange on the market, that
makes it possible to implement them in Cyberview for a
fair price.
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Nike+ (iTunes)
Adidas MyCoach
However, Cyberview differentiates profoundly by the
visual comunication technology.
Cyberview will appeal to a new range of customers, and
furthermore, take some of Nike+ and Adidas MyCoach
customers.
Business model
INFRASTRUCTURE
Partner Network
Key Activities
Sports Shops
Running Organisation
Choose The Player
Product Development
Product Production
Product Launch
Product Sale
The business alliances which
complement other aspects of
the business model.
Cyberview concept will be sold
to an existing player on the
market of running equipment,
and throughout their brand,
finances and production apparatus cyberview can be
further developed, produced,
launched and sold.
We call this:
“THE CHOSEN PLAYER”
The activities necessary to execute a company’s business
model.
OFFERING
Value Proposition
The products and services a
business offers. Quoting Osterwalder (2004), a value
proposition “is an overall view
of .. products and services that
together represent value for a
specific customer segment. It
describes the way a firm differentiates itself from its competitors and is the reason why
customers buy from a certain
firm and not from another.”
Key Resources
The resources that are necessary to create value for the customer.
THE CHOSEN PLAYER
Use financial power to develop and produce Cyberview,
and organisatorical power to
launch and sell Cyberview.
CUSTOMERS
Customer Relationship
The links a company establishes between itself and its different customer segments. The
process of managing customer
relationships is referred to as
customer relationship management.
Sports Shops
Online Sales Website
Running Organisation
FINANCES
Customer Segments
The target audience for a
business’ products and services.
Primary Segment
Women who has just started
running
Secondary Segment
Men and woman age 18-60
Channels
Cyberview
Glasses for the ultimate visual
running expereince.
Training, Feedback, Relaxation,
Learning etc, all throughout
a unique SKINput controlled
MAOLED implemented display.
Running equipment targeted
to women.
The means by which a company
delivers products and services
to customers. This includes the
company’s marketing and distribution strategy.
THE CHOSEN PLAYER
Resuse of existing overall marketing and distribution stategy,
however with a product adaption.
Cost Structure
Revenue Streams
Product development and production
Profit from product sales in Sports Shops, Online
Website and throughout Running Organisations.
The monetary consequences of the means employed in the business model.
A company’s DOC.
The way a company makes money through a variety of revenue flows.
A company’s income.
Business Model Canvas: Nine business model building blocks, Osterwalder, Pigneur, & al. 2010[1]
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side 34
Reflections on Gantt/Scrum
When working on a project, especially with a large
team, one easily looses sight of what should be done
at what time. Without structuring the project in some
way deadlines are often missed, or even worse: projects
are never finished at all. There are many frameworks in
existence which can be used to structure project work,
and for this project the framework entitled Scrum was
chosen. Scrum, which was developed in 1986 (http://
en.wikipedia.org/wiki/Scrum_(development)#Sprint_
backlog), “employs an iterative, incremental process skeleton on which hang all of its practices” (Scrum: skeleton
and heart – text from compendium) and is, in software
development terms, an ‘agile’ process (http://adtmag.
com/articles/2008/07/29/scrum-an-agile-developmentfavorite.aspx). Agile frameworks, as opposed to the more
traditional ones, “emphasize individuals and interactions
over processes, and working software over documentation” (http://adtmag.com/articles/2008/07/29/scrum-anagile-development-favorite.aspx). The iterative nature
of the Scrum framework made it most suitable for the
project, but since Scrum was created for software development projects, it needed to be adapted to better suit
the projects’ needs.
When Scrum is used for a software development project, a product backlog is created, containing all the tasks
that need to be completed in order to arrive at the final
working product. The product backlog is then prioritized
and split up into several sprint backlogs, containing tasks
that need to be completed within several ‘sub-deadlines’.
Normally each of these sprints has a length of 30 days,
but for this project this was not deemed feasible. After
an overview of deadlines was created, it was estimated
that sprints of 2 weeks would be more suitable for the
project.
A project backlog was then created which would then
be used to create sprint backlogs. Here another adaption
was made. In a software development project, tasks can
be and should be defined quite precisely. If, for example,
an application requires a log in page, one of the tasks on
the product backlog would probably be just that: “create
log in page”. In a concept development project, however,
tasks are often not that easily defined, as they often depend on the direction the concept takes the team. Tasks
were therefore defined more generally, using an iterative
process consisting of: an analyzing stage, through for example methods like SWOT and NABC -> a prototyping
stage, where results of the analysis would be incorporated in the concept -> and a testing stage, where the prototype of the concept would be tested in the field. After
the testing stage, the team would start the next sprint
by analyzing the results of the tests from the previous
sprint and so on. Creating stages in this manner gave us
the structure of knowing when to do what, without being too restrictive. For the testing stage for example, the
prototype would always be tested, but the team could
determine what kind of test this should be, depending
on what area of the concept would require investigating.
A third adaption was made in the team decision not to
use the Scrum roles. Teams who use the Scrum process
will assign roles to each of the individual team members.
The core roles of the Scrum process are:
Scrum Master – one person who basically functions as a
Project Manager
Product Owner – one person who represents the application that needs to be made, and helps prioritize and
update the backlogs throughout the process
Team – all the team members who are responsible for
executing the backlogs and creating the application
These roles are extremely useful in larger software development teams, where tasks are completed individually.
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