Business Idea:

The platform connects the artists (singer, guitarist etc) with the businesses and clients

(Refer the IT sales platform economy)

Stakeholders:

 Artists (Singers, dancer…, designers, stand up comedy, mimicry, painters, magicians)

 small businesses (one time like restaurants, clubs etc), clients (who avail the
services)
 Other clients (event management (marriage, parties… )
 Platform maintenance team

How is it relevant for tapmi students?

 The platform maintenance team will be from tapmi

 Since only platform is provided by TAPMI, it will be easy to maintain
 Initial cost is low
 And the model would work on network effect
 Includes only fixed cost, VC would be very minimal
 Fixed cost can be recovered (Break even)
 No supply chain

Revenue Model:

1) Subscription fees (Influencers, small businesses)

2) Commission (Artists- guitarist, dancer)
3) Ads (ads from event management companies, other small businesses, restaurants)
4) Fees by providing customer data to the interested businesses

Business Idea, Stakeholders-Subhashree

Why relevant for tapmi, how is this business relevant (As there are other indirect players)- Sunil,
Sasank

Revenue model- Aniket, Santosh

This is a video where Marty cagan speaks about why products fail.

One aspect which I found interesting is the business case. So he also mentions that how business
case does not help in predicting the value which we create, or the amount of investment required.

3 sperate screens

-booking history/orders page

Profile

Society listing-list—for societies- name, distance, ameni, location, amenitities (with a,b,c,…. Dot dot)
Name, amenity,

https://balsamiq.cloud/sj18z0m/p8evwy3

Sir, actually we had got a gist on how it works in practie rounds.

So her ein r1, we focused on combustion and electric. As India and south korea gave us decent
profits. And going forward from r2, I could see that many teams have invested in hyvrid. But actually
the attractiveness for hybrid is not that great when compared to hydrogen. Right from r2, if we
closely look at the market outlook, it was conveyed that hydrogen has good demand. So I launched
hydrogen in r2 only . Theidea was to capilaise on the early mover advantage, and alo our prod costs
for hurdogen woll be slightly low gng fwd. And then we cud see in r2,r3,r4 hudrogen was doing good
But one thing is that the other players are som how pricing their products a t a lower price. So we ar
actually trying to invest max on the features. Because if we have more features, we will be able to
price it lightly jigher then the competitors as well, and we can also expect sales to go high. So this os
what worked frus. And reg TSR, after r1, what I cud see is that it is better to lcearoff the laibilites in
ever rnd, so till r3, we were clearing certain debt , so that liabilities get cleared. And this will have a
postice impact on tsr.

The idea was to be a feature olayer. COnidering this we actually inested in in the initial 3 rounds to ,
so that we can have the enomisc of scle for the production. But then afterr1,2 we cud see that
thethe other players r pricing it very low. And then to tackle this we actually investe in the features
in initial 3 rounds, so that we can apilise on that and then become a cot leader. And one thing which
did diff was not going with hbrid. As thete the attractiveness is less and also, no good return s. And
eurpe and south korea are th oens where we can actually increase our prodits.

1 Healthcare lifesciences is behind the curve in digital curve- s they basically have to catch up

2 Lot of govt are pushing to make use of SCM- as it is critical in drug industry

For ex- a part drug is necessary for patient- govt have published plan – white house has also
published a report reg this

It is pushing supply chain resiliency

3 Overall lifecsineces is moving towards personalied therapy – In order to enable this

For that they have to invest more in digital capabilities

For Further slicing-

There are various capabiltities-planning, etc

Lot of percentage of spend will go on collaboration (planning, scheduling and collaboration)

Collaboration element is going to be critical- This also will act as an enable for more investment in
SCM

2 questions-

1) Does our solution apply to food and agri vertical? (Reason- There is a investment which
focused on that area- And the investment says they have to invest in supply chan)

Whether this soln can be extended to this sector

If at all we if go into food vertical, what can be our estimate?

Three main things which can be considered to factor in the growth/investment in SCM: -

 Lifesciences sector in healthcare is behind the digital curve. So the companies must
catch up.
 As the pharma sector is critical in terms of drug delivery to the patient, governments
have been pushing many startups and companies to capitalise on SCM (white house has
also published the report)
 Lifesciences is moving towards personalized therapy. This would require the companies
to invest in digital capabilities

Questions:

 Does Schrocken’s solution has the capability to cater to food and agri vertical?
 What can be the estimate if the solution is can be extended to food and agri sector?

Compeiro nalsis

Company level vs product level- change corporate

Implemeting market orientation- change it heading -simplyfing it

Conclusion-change final word heading (in agenda)

Comp intel- large companies will have this team- comp intelligence- large companes have this
Looka tinvestors, whor investing, who r the people, also these aspects r imp-who is running the
cmpny, what is their affinity- company based pt of grmany prefers SAP

One slide for comp intel- overlayingother info on top of basic nfo

One slide for market intelli

Why is it imp

Tech is dynamic- like everything is changing and all-first slie may be

In facets- also lokk at gtm , pricing, positioning one title

SWOT example- spcify the product of micros team, webex sepcigy

Perceptual anlsyis- what type of companies

Pepsi, mirinda, fanta

Comparison of meodum and lindkein

Cash cows- inveesmtne is notnecessary chaneh sentence

Sources of data gathering- change g2 will be b2b

Conclusion- cmpeton is intrnse, even if we dnt have competitor analysis is imp

Conclusion -make it summary

Conslusio diff slide

1. Corporate level analysis to be changed to company level

2. Simplify the title for implementing market orientation
3. A slide on comp. intelligence
4. A slide on market intelligence
5. Facets of comp. analysis- GTM ad pricing model to be added as one of the
section
6. SWOT analysis- specify the products of the competitors in the analysis
(teams, g meet)
7. Perceptual analysis- example to be changed, and in the explanation slide
some context on when can this be used
8. Product Capability Analysis - Comparison of medium and linkedin
9.  Growth share matrix- the meaning to be conveyed to be changed
(investment not necessary for whatsapp)
10. Sources of data gathering (b2b, b2c- g2 used by b2b)
11. Final word slide can be treated as summary slide
12. Conclusion to be added separately ( talk about how the companies should
keep a tab on the competitors, eventhough, there are no direct competitors
at a specific time, as the market evolves, competition can come up)