Category Archives: Business Models

Another #pitch night in Melbourne…

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If there is one basic theme emerging from Startup Victoria‘s monthly pitch nights, it is this: whatever market you are in, regardless of your business model, and however disruptive you are trying to be, if you don’t know how to engage or reach your customers your idea is far less likely to succeed. This message came across loud and clear during last week’s event where four startup hopefuls pitched their business ideas to a panel of judges in front of a packed audience.

Picture sourced from Startup Victoria Meetup page

Picture sourced from Startup Victoria Meetup page

So let’s look at this specific issue in respect to each of the pitches:

First came JobPokes, an online recruitment service designed to help candidates match job opportunities to their career preferences. Because it claims to be addressing the hidden job market, candidates aren’t applying for specific roles – instead, it’s a form of reverse enquiry, where recruiters target potential applicants via their registered profiles. I applaud the focus on the non-advertised job market, but while it may well offer an additional channel for recruiters, I’m not sure there was a clear strategy to reach job candidates who need to create a user account, and who are probably already using platforms like LinkedIn and Seek.

Next was Airly, which is sort of “Uber for private aircraft”. The business model involves signing up a minimum number of customers (who pay a monthly subscription fee, entitling them to unlimited flights), and securing sufficient seat capacity via scheduled charter contracts. There is no doubt that the idea of flight flexibility, and an element of passenger exclusivity met with audience approval (Airly took out the people’s choice vote on the night). Also, the PR around Airly has generated in-bound enquiries, suggesting there is demand. But how does this market interest convert to individual customers, when many corporate travel policies rely on wholesale and bulk-purchase models (i.e., aggregation, consolidation, vendor discounts, agency rebates, preferred airlines) rather than catering for individual travel needs or preferences? Unless the target customers are business travelers that manage and pay for their own tickets?

If Airly was about the Uberisation of air travel, RagRaider revealed another aspect of the shared economy model. Squarely aimed at fashion- and budget-conscious women, RagRaider offers a peer-to-peer service whereby customers can hire clothes for one-time use. No doubt there is a market (high school formal, spring carnival, wedding reception…) but the question is how to connect with actual lenders and hirers? We know that the per customer cost of acquisition for 2-sided markets is a key metric, and it wasn’t clear how the founders were addressing this, other than a pre-launch website and some social media. As one observer has commented, the “model is focusing on the ‘product’ part first which is the reverse of how it should be”, and another commented that despite a defined market, the barriers to entry are considerable. The judges also questioned some of the proposed pricing, commission rates and logistics.

Finally, Rounded is another FinTech startup looking to service the SME sector, specifically sole traders, freelancers, sub-contractors and tradies. Another spin on the invoice solution when suppliers need to get paid efficiently, Rounded does not claim to be a full-service accounting software – but, as one attendee commented, key to success will be reaching and educating the end-user market.  Also, they are entering a competitive space, where a new entrant like Xero has already disrupted incumbents like QuickBooks, Reckon and MYOB. I wasn’t able to stay for the pitch, but I did have the opportunity to speak with the founders beforehand. Clearly driven by their own experience and needs, there is a solid but simple idea here – but as Xero and others are increasingly able to serve similar customers, Rounded will find it really difficult to compete.

If anything, these latest pitches showed how hard it is to compare apples with oranges, although the voting criteria (market traction, product viability, team composition, pitch presentation, and responses to judges’ questions) are designed to deliver a consistent evaluation. It was also apparent that these pitches divided audience opinion more so than previous contestants – which is probably a good thing as variety is the spice of life….

Acknowledgments: thanks to Graphican, Marlene M., Cornell and Dale G. for their input.

Next week: Re-Imagining Human-led #Innovation

 

Startup Victoria’s #Pitch Night for #Startup Week

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The grand finale of Melbourne Startup Week was Startup Victoria‘s regular pitch night held at inspire9. Six months in, and this new monthly format has become a major fixture on the startup calendar, judging by the audience size, and the range of startups applying to pitch. There are still a few teething problems (the AV quality is a bit variable, and some of the judging panels are probably too “soft”…), but it’s established something of a benchmark against which other pitch nights might be compared. This month’s cohort covered medtech, wellness and the greetings industry.

StartUp Vic 240616

Cardly

Cardly is an online service that allows users to send personalized greetings cards to friends and loved ones. Under the banner of “you write, we post”, customers can choose from a range of artist-designed cards, add their own message, and Cardly will then print and send the card from a location as close as possible to the recipient (currently London, Sydney and New York).

A variant on the familiar 2-sided market model, Cardly has built a community of independent artists who supply the card designs. Artists are charged a sales commission on each order, and they get their own store front on Cardly. And for anyone struggling for words, there’s a range of predefined texts and doodles.

Because this is a print-on-demand model, using digital printing, there is zero wastage (unlike the traditional greeting card industry where over-production and limited distribution are commercial headaches). However, even with some “handwriting” fonts, there are some design and user limitations, which something like the Sensel Morph touch-sensitive track-pad may be able to address?

Cardly is aiming to take a chunk of the retail market and disrupt the global greetings card industry. The judges took a slightly different view. Based on the founders’ own data, consumer customers will probably send an average of 12 cards per annum, and at $6.45 per card, it’s a tough sell. However, by looking at a lower cost per acquisition, addressing the corporate market and offering a white label solution, the business would be in a better position to scale. There was also a suggestion for an engineered viral solution to drive traction through collaborative cards, and other ideas for partnerships (e.g., gift buying services and gift cards).

Cardihab

Cardihab (“Get Back To Life”) has appeared in this blog before, and is a CSIRO spin-out that has developed a mobile support solution for cardiac patients via an app and a patient/GP portal. As someone whose father is recovering from major heart surgery, this pitch got my personal vote!

The success rate is staggering – patients using the app are 70% more likely to complete rehab. So far, four hospitals have signed up, with three more in the pipeline. As well publishing their research, the founders see Cardihab as being a broader platform for managing chronic illnesses.

Currently in the process of getting investor ready, the proposed business model will charge an annual license for hospitals, plus a per patient fee.

The judges had some questions about the potential market (“Anyone with heart disease”) and wanted to know a bit more about the bench strength of the team.

Black

Staying with the medtech and after-care theme, Black‘s modest goal is to “revolutionise healthcare”, via an in-home observation solution that scans patient movement and analyses interaction with their helpers. The scanner strips out personal data (features, attire) using skeleton tracking to monitor movement and falls, while learning from patient gestures. It can use real-time alerts to contact helpers, carers and emergency services.

The scanning software is currently trialing in casinos to refine the machine-learning algorithms, and all trials are subject to ethical approval.

Although still at a conceptual stage (in terms of health care applications), and notwithstanding privacy concerns, this project demonstrates that predictive tools will be vital to helping the elderly and the infirm to continue living independently in their own homes, which will have significant advantages to the cost of long-term care, preventative health services, patient rehabilitation and after-care services. There are doubtless other, similar solutions in development, and the outcome will likely be a mix of blended services based on ease of use, cost of roll-out, system interoperability and patient efficacy.

Honee

Last to present was the team from Honee which is bringing digital connectivity to the wellness, fitness and beauty industry. The solution they offer is designed to make it easier to discover and book an appointment for a treatment, consultation or workout session, by connecting merchants and users.

With previous international experience at Delivery Hero, Quandoo and Zomato, the founders have strong startup business credentials in adjacent markets – connecting consumers to service providers via search discovery, customer reviews, personal recommendations and proximity.  Of particular interest in this sector is the growing “wellness travel market”.

There are undoubtedly competitors already working on similar solutions; and it may just be that I’ve seen far too many pitches in the past few years, but I’m sure there was a startup out there offering a “just in time” service to help find and book appointments for personal services – Fit Me In? – and I recall another comparable startup idea for restaurants to offer last-minute menu specials via a location-based app.

Nevertheless, as we know, execution is key, and the judges asked about the huge cost to build a consumer brand – hence Honee is focusing on service providers to get their brands on line. There is an MVP in pre-launch, and Honee has built a mobile responsive website, with a grant from the Melbourne Accelerator Program.

After the vote (and thanks to technology, the results of which were available in minutes….) Cardly was declared the night’s winner.

Next week: Moving #innovation from “permitted” to “possible”

Field report from Melbourne #Startup Week

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The third Melbourne #Startup Week has confirmed Startup Victoria‘s pivotal role in supporting local entrepreneurs, founders, startups and anyone interested in innovation and disruption. Over the next few posts, I will be commenting on some of the events I attended. Meanwhile, here is a brief summary of the key themes that emerged.

Screen Shot 2016-06-26 at 1.43.16 PMFirst, there is a continued shift from B2C and 2-sided markets, to B2B and enterprise solutions among the startup pitches I saw. Medtech is also getting some renewed attention, as are XaaS business models. And of course, there has to be scale in the idea.

Second, nearly all of the feedback from the judges at the pitch events centred on “why you?” –  What makes your idea different to the competition? What is the problem statement? Where are the solution proof points?

Third, there was an interesting session on “innovation from within” and the rise of intrapreneurship. There were also discussions on whether (and how) aspiring founders should leave an existing job to embark on a startup project, and how to navigate an entrepreneurial career. (More on this to follow.)

Fourth, the notion of “disruption for disruption’s sake” is being challenged – it’s not enough to be disruptive, there has to be substance (and purpose) to back it up.

Fifth, the use of design thinking, human-centred design and CX mapping in fostering creativity is breaking through to large corporations, but it is just one of many available innovation techniques – without context and framing, it can simply become a process.

Finally, I heard very little (in fact, absolutely nothing) about the role of government(s) in fostering innovation and entrepreneurship, and in supporting startup founders – notwithstanding LaunchVic, and the National Innovation & Science Agenda. Maybe there is so much election campaign fatigue that the startup community has already discounted the impact politicians (of any persuasion) can have on their business aspirations. Certainly, the numbers of Gen X and Gen Y attending some of last week’s events is testament to how engaged younger citizens are in finding purpose through the type of work they do (and what sort of organisations they work for), that they are less focussed on securing a “job”, and more concerned about building a career.

Next week: Level 3’s Enterprise Pitch night

Customer service revisited: Navigating The Last Mile

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From time to time, I like to comment on the current state of customer service, because this is still one of the key areas where companies can differentiate themselves. So, based on recent experiences with a bank, an insurer, a telco and an e-commerce site, I’m sharing my thoughts on the Last Mile – where even great products and great companies can fall down due to their inability to truly understand the customer experience they create.

Image sourced from LinkedIn

Image sourced from LinkedIn

1. The Bank

After waiting over 30 minutes in a call-centre queue, I eventually spoke to someone who said she could help me with a query regarding the disparity in the amount and rate of interest earned on one of my savings accounts. But first, I was given a choice: either accept an instant $50 “goodwill” payment now, or wait for the outcome of her investigation. Because the amount I was querying was several times that offer, I requested she look into the matter further.

Leaving aside the fact that she failed to get back to me within her stated timeframe (I only managed to re-engage the bank when I queried the lack of response via their social media account…), it transpires that she gave me incorrect product information. This underscores one of my main complaints about customer service – inadequate product and process training. Her supervisor who picked up the query then offered me a $10 “goodwill” payment for my trouble (overlooking I had already been offered $50!).

It was only when I insisted that the amount I was potentially out-of-pocket was closer to $300, and following a protracted and somewhat terse negotiation did the supervisor choose to exercise her (undefined) discretion and settle for an amount in between $50 and $300. While the outcome was closer to what I had expected, the customer service process and experience were far from satisfactory.

2. The Insurer

My home and contents policy recently came up for renewal. I noticed that, even with a customer loyalty discount, the premium increase was far higher than current CPI. It seemed to me that a previous “special discount” I had been offered when I last updated my policy at a bricks and mortar branch, rather than by phone or online, was now being clawed back (and then some) with the latest premium increase.

So, I shopped around online and found a better deal. When I rang the original insurer to advise them I was cancelling and taking my business elsewhere, they said: “Is there anything we can do to keep your business?”. My response was, “Too late.”

I accept that premiums may have to increase. But rather than simply sending out a renewal notice asking for more money, I think the better strategy would be to provide an explanation for the increase, and demonstrate the additional value I would be getting for renewing my policy. I resent being taken for granted, because the insurer clearly assumed I would simply pay the increase on demand, and only attempted to offer a better deal when I rang up to cancel.

3. The Telco

Late last year, I switched telcos, because the service was increasingly reliable, and I had experienced poor customer service from the start of my contract. In the process of transferring my mobile, fixed line and internet accounts, I notified the telco that I was dissatisfied with their service, and was taking my business elsewhere. I also initiated the return of my telco-supplied modem, to avoid incurring any additional fees or expenses. 

However, the telco continued charging me for certain services, long after I had discontinued using them, and 2-3 months after they had been ported over to my new service provider.* I requested the refund of the overpayments. The telco refused, because they claimed they had not actually been formally notified that I wished to cancel the services. So I lodged a complaint via the TIO, but the telco still denied any liability, and refused to refund my money.

Eventually, a TIO Investigation Officer was assigned to my case, and he agreed that on any reasonable reading of my complaint, the telco should have concluded that I was cancelling the service. The telco continued to resist my request for a refund:

E-mail received May 31: “[We have] reviewed the complaint and have decided that we will not be changing our position on the matter.”

I believe that the Case Officer then suggested that the telco listen again to the calls I had made, and place them in the context of the other contemporaneous events and the full history of my contract. He also advised the telco that he was prepared to initiate a full and formal investigation of the complaint.

Only then (and in a remarkably speedy U-turn, worthy of a politician) did the telco respond:

E-mail received June 7: “Thank you for your time and patience throughout this case, it is really appreciated (sic). We apologise for the poor level of service you’ve received that led you to escalate to this point. This is not the kind of service we want our customers to experience and it’s very unfortunate that you have to go through this, especially after you cancelled as a result of the poor service.
 
We will be crediting the account with $XX for the period from the XXth December 2015 to the XXth February 2016 when the service was active after it should have been terminated.”

I’m clearly grateful to the TIO for their assistance, but frankly, it shouldn’t have to get to that point. For an organisation that prides itself on superior customer service, the telco in question clearly does not understand customer experience.

4. E-commerce

There are several reasons why I prefer to order online, rather than buy from local shops: convenience, choice, availability, service and often price as well. Speed of delivery is usually not a factor, especially when ordering from overseas (although in many cases, ordering from overseas can be quicker than buying from a local online store).

However, I’ve recently experienced some delays in overseas deliveries, and upon investigating the matter, discovered that, quite apart from a lack of knowledge on the part of some customer service reps (that old chestnut), the multiple links in the supply chain can result in mis-communication and mis-alignment of their respective operating systems.

For example, if the online retailer does not actually fulfill the order, or if they or their nominated carrier outsources customs clearance and/or the final delivery, there may be as many as 6 or 7 hand-off stages in the process. Unless all the back-end platforms talk to each other (and in the same language), the risk of stuff falling between the cracks is very high.  (The notion of same-day delivery by drone is probably some way off…)

What is particularly frustrating is when one part of the vendor’s website has the (overdue) ETA as one date, but another part of the same website shows a much later ETA – even within a single platform! Perhaps if retailers got their upstream systems in order, the Last Mile would be more likely to take care of itself?

*Footnote: My original provider is merely a re-seller, and therefore is subject to wholesale access provisions. According to some information I received from my new provider, it is illegal for a telco to charge for services over which they no longer have any control or access.

Next week: Field report from Melbourne #Startup Week