LeadTeam Business Plan

Ana Bianchi

Clémence Lagaüzère

Juan Chacón

Victoria Tarau

Business PlanBusiness PlanBusiness PlanBusiness Plan

Entrepreneurship

U n i v e r s i t y T e a m w o r k P l a t f o r m

Business PlanBusiness PlanBusiness PlanBusiness Plan

Entrepreneurship & Business Plan

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LeadTeam Business Plan

This report provides a three year business plan for the start

an “all-in-one” online teamwork platform designed to optimize efficiency of university students.

Problem Ambitious and excellence seekers, 54% of the students interviewed affirm to feel frustrated by team works

inefficiency at University. Overloaded and under increasing pressure they have many different projects with many different

teams and most of the time have to use different e

unavailability to promptly respond, time-consumption to book meetings and finally, unequal levels of involvement are ranked

as their top 3 problems experienced. From those problems, business opportunities arise.

Solution Are team works supposed to be a pain? Couldn’t be flourishing experi

is the reason why our mission is to empower students to manage all their team projects easier and better. By redesigning the

underlying processes behind team works, LeadTeam will make students life easier and l

interaction within the university environment by involving teachers and administration employees.

Target Market We plan to develop our business idea targeting three main segments:

users: the university students both from undergraduate and graduate programs; the 2

institutions which consider online learning as a critical part of their strategy; and finally, the 3

which target a wide variety of university students on social media networks by developing their marketing campaigns online

publishing ads.

Competition Despite the today’s current solution abound in terms of online team platforms (Moodle, Facebook group,

Dropbox, Google Drive), those are not as satisfying as expected.

teamwork driver: they are used to interact there and it would be unrealistic to pretend we can make students move, in a brief

time, from Facebook to our platform, LeadTeam. So, how? Logically: LeadTeam might better be integrated as a teamwork

app directly on Facebook.

Consequently, Leadteam is not only a Dropbox files sharing platform, is more than a Facebook

discuss and finally, information flow won’t be a simple one way designed

friendly and tailored interface, LeadTeam aims to combine those features so as to benefit students by red

consumed in group communication while linking in an interactive way university administrations and students.

Team Challengers, we believe the world is full of opportunities and we are able to build them. Our different backgrounds,

international-oriented way of thinking and compatible personalities are without any doubt our main strength thus, our richest

resource.

Financial Summary Although bootstrapping will be our core strategy in the early beginning, we can’t avoid the many costs

related to the platform launching: development, maintenance, updates, design and marketing campaigns costs. To finance

this investment, our start-up founders will collect 20,000

receiving 73% of shares and will be able to exit on the 3

Milestones and upcoming goals Year by year, students and university database will be increasing as our network is spreading.

Viral marketing might play an important role to foster the network effect. After developing the platform in a controlled

environment during the first six months, we will be able to expand nationally, then extend to the European community on the

second year and become a global social teamwork platform on the third year: the LeadTeamers Community!

Executive Summary

This report provides a three year business plan for the start-up we aim to launch in August 2014: LeadTeam.

one” online teamwork platform designed to optimize efficiency of university students.

seekers, 54% of the students interviewed affirm to feel frustrated by team works


teams and most of the time have to use different e-project management tools for each one.

consumption to book meetings and finally, unequal levels of involvement are ranked

as their top 3 problems experienced. From those problems, business opportunities arise.

Are team works supposed to be a pain? Couldn’t be flourishing experiences? We believe they could and should. This


underlying processes behind team works, LeadTeam will make students life easier and less frustrated plus, will maximize


We plan to develop our business idea targeting three main segments: the 1st

: the university students both from undergraduate and graduate programs; the 2nd segment represent the university

institutions which consider online learning as a critical part of their strategy; and finally, the 3

a wide variety of university students on social media networks by developing their marketing campaigns online

Despite the today’s current solution abound in terms of online team platforms (Moodle, Facebook group,

e Drive), those are not as satisfying as expected. However, 86% of the students are using Facebook as a


platform, LeadTeam. So, how? Logically: LeadTeam might better be integrated as a teamwork

Consequently, Leadteam is not only a Dropbox files sharing platform, is more than a Facebook

discuss and finally, information flow won’t be a simple one way designed -from teachers to students

friendly and tailored interface, LeadTeam aims to combine those features so as to benefit students by red


Challengers, we believe the world is full of opportunities and we are able to build them. Our different backgrounds,

oriented way of thinking and compatible personalities are without any doubt our main strength thus, our richest

Although bootstrapping will be our core strategy in the early beginning, we can’t avoid the many costs

to the platform launching: development, maintenance, updates, design and marketing campaigns costs. To finance

up founders will collect 20,000€. Investors will be required to help us by providing 45,000€,

and will be able to exit on the 3rd year, obtaining a 30% annual return rate.

Year by year, students and university database will be increasing as our network is spreading.


we will be able to expand nationally, then extend to the European community on the


1

up we aim to launch in August 2014: LeadTeam. Concretely, it’s

one” online teamwork platform designed to optimize efficiency of university students.

seekers, 54% of the students interviewed affirm to feel frustrated by team works


roject management tools for each one. The team members’

consumption to book meetings and finally, unequal levels of involvement are ranked

ences? We believe they could and should. This


ess frustrated plus, will maximize


st one corresponds to the main

segment represent the university

institutions which consider online learning as a critical part of their strategy; and finally, the 3rd segment include companies

a wide variety of university students on social media networks by developing their marketing campaigns online

Despite the today’s current solution abound in terms of online team platforms (Moodle, Facebook group,

However, 86% of the students are using Facebook as a


platform, LeadTeam. So, how? Logically: LeadTeam might better be integrated as a teamwork

group page where to basically

from teachers to students- as on Moodle. User-

friendly and tailored interface, LeadTeam aims to combine those features so as to benefit students by reducing the time


Challengers, we believe the world is full of opportunities and we are able to build them. Our different backgrounds,

oriented way of thinking and compatible personalities are without any doubt our main strength thus, our richest

Although bootstrapping will be our core strategy in the early beginning, we can’t avoid the many costs

to the platform launching: development, maintenance, updates, design and marketing campaigns costs. To finance

€. Investors will be required to help us by providing 45,000€,

year, obtaining a 30% annual return rate.

Year by year, students and university database will be increasing as our network is spreading.


we will be able to expand nationally, then extend to the European community on the



Executive Summary ................................................................

Index ................................................................

Telling our own story ................................

Telling our story together ................................

LeadTeam Essence ................................................................

Future LeadTeam ................................................................

LeadTeam creating value ................................

Revenue Model and Pricing ................................

LeadTeam Offerings ................................

LeadTeam Channels ................................

LeadTeam Marketing Plan ................................

LeadTeam Operating ................................

The external environment ................................

Value curve ................................................................

Risk analysis ................................................................

Risks identification ................................................................

Implementation process ................................

Financials ................................................................

Conclusion ................................................................

Sources ................................................................

Appendix 1. Main University students’ interviews and surveys results

Appendix 2. TAM SAM SOM Advertisers

Appendix 3. Adwords Keywords ................................

Appendix 4. Business Model ................................

Appendix 5. Validation Board ................................

Appendix 6. Our Competitors ................................

Appendix 7. Free Cash Flow Statements................................

Appendix 8. Income Statements ................................

Index

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Appendix 1. Main University students’ interviews and surveys results ................................

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2

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..................................................................... 44


My decision was taken: I would go to Stockholm! Sweden might

be fun, right? It was my 2nd year of Bachelor, I was 19 and I

could go almost everywhere in the world. My family was happy

and relieved by this reasonable decision.

So, this day, seated on one of those benches in this huge

amphitheater, I had to finalize officially my choice! Each student,

by rank order, had to shout loudly in which university he would

spend the coming year. I was ranked 63rd

on 350 students and in

a few minutes my round was coming. Some destinations were

fully completed: San Diego, Miami, Montreal, London. Stress was

increasing: “how did I want to orient my life?”.

On the blackboard, there were still a few places for my initial

choice: Stockholm; but, there were also many other

appealing opportunities. Among them: 1 place left for Buenos

Aires! Suddenly, I heard my name. My turn. Surrounded by

hundreds of students, without realizing, I shouted “Buenos Aires,

Argentina” in an approximate Spanish. At this moment, I felt

confused by this impulsive first grown-up decision but one year

later, when coming back from my exchange student year in

Argentina, completely fluent in Spanish and after having

travelled across South America for a few months, I figured out

how one decision can change your whole life and how important

is to challenge yourself at any moment of your life.

When I took that plane from Bogotá to Europe I knew the guy

that would come back would not be the at all same that

had a lot of expectations and fears, and no wonder! I was

changing everything I knew for a new life in the other side of the

ocean and it would be my very first time in another country.

I had the opportunity of coming to France for a double degree

program for my Industrial Engineering bachelor’s thanks to my

good performance in my studies and the 400 hours of French I

had done by that time. I had French 4 days a week and during a

period of time classes were at 6 in the morning! But it was a

pleasure, French has always been.

The experience was certainly challenging and allowed me to

reinvent myself. Challenging because I had to adapt to a new

language, to courses with a more technical approach, to culture

with a not particular interest in outsiders, to the language, and

living by myself for the first time forgetting all the comfort I had

at home. It was amazing not only because I managed to

overcome those challenges, but because I learnt to balance more

different dimensions of my life, I learnt to have an out

box point of view, to be independent and,

enjoyed great friends and trips. So far, that was the most

amazing and rewarding experience I have had. As I thought I

ended up not being the same but being the kind of guy that

prepared for new ventures. Always.

Telling our own story

My decision was taken: I would go to Stockholm! Sweden might

be fun, right? It was my 2nd year of Bachelor, I was 19 and I

could go almost everywhere in the world. My family was happy

f those benches in this huge

amphitheater, I had to finalize officially my choice! Each student,

by rank order, had to shout loudly in which university he would

on 350 students and in

ng. Some destinations were

fully completed: San Diego, Miami, Montreal, London. Stress was

“how did I want to orient my life?”.

On the blackboard, there were still a few places for my initial

choice: Stockholm; but, there were also many other and more

appealing opportunities. Among them: 1 place left for Buenos

Aires! Suddenly, I heard my name. My turn. Surrounded by

hundreds of students, without realizing, I shouted “Buenos Aires,

Argentina” in an approximate Spanish. At this moment, I felt

up decision but one year

later, when coming back from my exchange student year in

Argentina, completely fluent in Spanish and after having

travelled across South America for a few months, I figured out

can change your whole life and how important

is to challenge yourself at any moment of your life.

Clémence

As I was sixteen years old, I got the chance through the

Rotary Association to live in the United States for one

year. This association proposes to

from sixteen to eighteen to live in a foreign country for

a full year and study in high school.

When I heard about this possibility, it was for me a

huge decision to take. I was young and I was not sure I

would be able to cope with the personal challenges it

would imply. But on the other hand, I knew it was a

great opportunity.

So, I made my mind and I finally ended up in Santa

Barbara, California, which was not the worst destination

I could have been assigned to! It was a first wonderful

foreign experience: learning a new language, adapting

to a new culture, living in a new family and be

autonomous. It was definitely not easy to be separated

from my family and close friends during a year at this

age. I ended up growing and becoming more adult, and

I finally realized I could handle much more than I

expected. This was a great experience that really

contributed to build the person that I am today.

When I took that plane from Bogotá to Europe I knew the guy

that would come back would not be the at all same that left. I

had a lot of expectations and fears, and no wonder! I was

changing everything I knew for a new life in the other side of the

ocean and it would be my very first time in another country.

I had the opportunity of coming to France for a double degree

program for my Industrial Engineering bachelor’s thanks to my

good performance in my studies and the 400 hours of French I

had done by that time. I had French 4 days a week and during a

period of time classes were at 6 in the morning! But it was a

The experience was certainly challenging and allowed me to

reinvent myself. Challenging because I had to adapt to a new

language, to courses with a more technical approach, to culture

s, to the language, and

living by myself for the first time forgetting all the comfort I had

at home. It was amazing not only because I managed to

overcome those challenges, but because I learnt to balance more

have an out-of-the-

box point of view, to be independent and, and of course, I

enjoyed great friends and trips. So far, that was the most

amazing and rewarding experience I have had. As I thought I

ended up not being the same but being the kind of guy that is

I danced Classical Ballet for more than thirteen years,

having my first class when I was only 7 years old. Ballet

shaped who I am today, always requiring perfection and

constant improvement, in a disciplinary

fact, I truly believe this is the reason underlying my

hustler personality, always pushing myself and the

others further, challenging the expectations.

As the years gone by I started having several

performances, including for Russian embas

individual performance changed my life objectives and

brought me where I am today.

I had the incredible opportunity to dance with a boy

that could not walk. Through rehearsals and, in the end,

by performing to hundreds of people, dance cha

him, made him believe that not walking was not a

barrier he could not overcome.

This was when I understood I could have a positive

impact in someone’s life, even if only a person

Therefore, I believe a company does not have to be all

about profit, a company can have a true impact in

people’s lives, either through social responsibility or

simply by making their lives easier! This is what I want,

and I will, achieve.

Juan

3

As I was sixteen years old, I got the chance through the

Rotary Association to live in the United States for one

year. This association proposes to young students aged

from sixteen to eighteen to live in a foreign country for

a full year and study in high school.

When I heard about this possibility, it was for me a

huge decision to take. I was young and I was not sure I

would be able to cope with the personal challenges it

would imply. But on the other hand, I knew it was a

nd I finally ended up in Santa

Barbara, California, which was not the worst destination

I could have been assigned to! It was a first wonderful

foreign experience: learning a new language, adapting

to a new culture, living in a new family and be

. It was definitely not easy to be separated

from my family and close friends during a year at this

age. I ended up growing and becoming more adult, and

I finally realized I could handle much more than I

expected. This was a great experience that really

ntributed to build the person that I am today.

Victoria

I danced Classical Ballet for more than thirteen years,

having my first class when I was only 7 years old. Ballet

shaped who I am today, always requiring perfection and

constant improvement, in a disciplinary environment. In

fact, I truly believe this is the reason underlying my

hustler personality, always pushing myself and the

others further, challenging the expectations.

As the years gone by I started having several

performances, including for Russian embassy. Still, one

individual performance changed my life objectives and

I had the incredible opportunity to dance with a boy

that could not walk. Through rehearsals and, in the end,

by performing to hundreds of people, dance changed

him, made him believe that not walking was not a

This was when I understood I could have a positive

impact in someone’s life, even if only a person – I could.

Therefore, I believe a company does not have to be all

t profit, a company can have a true impact in

people’s lives, either through social responsibility or

simply by making their lives easier! This is what I want,

Ana


Telling our story together

Citizens of the world

Internationally-oriented, we are Business & Economics students willing to cross the borders to grab all opportunities the

world offers us. Among the 4 of us, we have been studying in 12 countries. Then, when brainstorming together, even if our

predilection language remains the English it’s not surprising that we switch to French, Spanish (rarely Portuguese) for a few

minutes when English is not satisfying.

Challengers and ambitious, we believe the world is full of opportunities and we

our dreams and make the most of any moment of our life.

Throughout the semester, we have been learning from each other and how to work together to design our business

model. We had a good time working together and despite we often disagreed on many points, we never fought but always

found a way to go further to improve as much as we could. Ana is a Portuguese hard worker girl and is the hustler of the

team. Victoria, enrolled in a project management career, is the systematic one who has been pushing us to be more efficient.

Juan, very creative and perfectionist Colombian guy, is undoubtedly the designer. And Clémence, who has been studying

more abroad than in her country, France, ha

way of thinking and personalities were without any doubt our main strength thus, our richest resource.

Telling our story together

oriented, we are Business & Economics students willing to cross the borders to grab all opportunities the


language remains the English it’s not surprising that we switch to French, Spanish (rarely Portuguese) for a few

Realist dreamers

Challengers and ambitious, we believe the world is full of opportunities and we are able to build them. We aspire to realize

our dreams and make the most of any moment of our life.


d a good time working together and despite we often disagreed on many points, we never fought but always


project management career, is the systematic one who has been pushing us to be more efficient.


more abroad than in her country, France, has a huge address book hence, is the networking girl. Our different backgrounds,


4

oriented, we are Business & Economics students willing to cross the borders to grab all opportunities the


language remains the English it’s not surprising that we switch to French, Spanish (rarely Portuguese) for a few

are able to build them. We aspire to realize

All different, all compatible


d a good time working together and despite we often disagreed on many points, we never fought but always


project management career, is the systematic one who has been pushing us to be more efficient.


s a huge address book hence, is the networking girl. Our different backgrounds,



We

consuming and stressful system, into a more efficient and share

revolutionize teamwork in Universities and make students’ life much easier.

This is why we want

network of University Students worldwide!

However, we can only achieve if we act by the

highest levels of excellence and keep pushing

ourselves further and further. We can only

progress, if we keep innovating and challenging

the “the way things were always done”. We can

only reach, if we rule ours

standards towards not only our employees but our

customers and partners.

“Listen”, “Iterate”, “Feedback” were words we had present (and were repeated to us many

development. Therefore, our first half year will be solely dedicated to grow and iterate LeadTeam in a safe environment, by

exclusively serving Universidade Católica -

mouth and positive recommendations. LeadTeam will become viral!

Furthermore, in August 2015 we anticipate two new

University subscriptions beyond Católica’s.

fact, we predict our first customers to be Portuguese, due

to (1) geographical proximity, therefore possibility to

personally meet with decision-makers (2) the credibility

brought by Católica’s recommendation and (3) word

mouth effect that, by the time, reached Portuguese

students which already started using the platform (the more students from a certain university use LeadTeam the more willing

to subscribe it will be).

Taking into account these figures, we forecast

€7.400 in Intellectual Property Rights.

All in all, in one year time, LeadTeam will be already launched at a worldwide scale and changing the

way teamwork is done by 50.000 Students!

What are our Vision, Mission and Values?

We can change the University teamwork’s processes status quoconsuming and stressful system, into a more efficient and share


This is why we want to reach as many students as possible, creating the largest

network of University Students worldwide!

However, we can only achieve if we act by the

highest levels of excellence and keep pushing

ourselves further and further. We can only

progress, if we keep innovating and challenging

the “the way things were always done”. We can

only reach, if we rule ourselves by integrity

standards towards not only our employees but our

customers and partners.

Where do we envision LeadTeam in a one

“Listen”, “Iterate”, “Feedback” were words we had present (and were repeated to us many


our own University – and its students. As we learn from vari

and develop our features (taking into account feedback from

more than 10.000 students!), we will be ready to launch

worldwide in January 2015, semester’s beginning.

Therefore, in the end of the first year we estimate to reach

50.000 users, which would be based in our

marketing effort and expected Católica students’ word

mouth and positive recommendations. LeadTeam will become viral!

Furthermore, in August 2015 we anticipate two new

University subscriptions beyond Católica’s. As a matter of

fact, we predict our first customers to be Portuguese, due

to (1) geographical proximity, therefore possibility to

makers (2) the credibility

brought by Católica’s recommendation and (3) word-of-

at, by the time, reached Portuguese


Taking into account these figures, we forecast €30.443 Net Sales with a platform development investment of


way teamwork is done by 50.000 Students!

5

LeadTeam Essence What are our Vision, Mission and Values?

status quo. Moving from a time-

consuming and stressful system, into a more efficient and share-based, we want to


to reach as many students as possible, creating the largest

Future LeadTeam Where do we envision LeadTeam in a one-year time-frame?

“Listen”, “Iterate”, “Feedback” were words we had present (and were repeated to us many times) in this last 6 month-


and its students. As we learn from various IT departments

and develop our features (taking into account feedback from

more than 10.000 students!), we will be ready to launch

worldwide in January 2015, semester’s beginning.

Therefore, in the end of the first year we estimate to reach

rs, which would be based in our €28.128

marketing effort and expected Católica students’ word-of-


h a platform development investment of €42.302 and of



University students are everyday more pressured to excel in their studies, by both families with ever tight budget and a strong

competitive labor market. Therefore, they keep searching fo

University and maintain an active social life, all at the same time.

Au contraire to old theories, today’s curriculums are focusing on the subjects’ practical side, with teamwork starting to be

present in most courses. Consequently, groupwork is becoming central in a student’s overall performance and daily

Further, they are starting to have much more teamwork with members from different courses

and, hence, with diverse schedules (97% of quest

they need to communicate intensively through the internet.

Nevertheless, 54% of our questioned students felt either “middle” or “frustrated” with

teamwork, in general. At the same time, 50% of those intervie

multi-platform current solution, which includes the platforms presented in the image at left

(percentage of surveyed students which use them).

The main constraints to teamwork’s high performance we found in our

approach were:

These are problems for students, but opportunities

TAM = University students worldwid

SAM = Students using the internet for teamwork = 97% University Students = 172.66 M

LeadTeam creating value to University Students

LeadTeam is an all-in-one platform, which will allow students to considerably reduce multi

multi-platform current solution. By changing the processes underlying teamwork, our platform will increase efficiency and

boost teamwork performance, for free!

Students will be able to customize their

main page and choose the subjects they

are currently working on, knowing, all the

time, its last notifications.

Our intuitive and easy to track chat will end

the long-lasting scrolls to find “that certain

subject”, improving discussion’s dynamics.

They can even see our different features in

one screen!

Finally, our task management tool, will allow students to distribute work more fairly, always know

the final output’s situation point and never forget a deadline.

LeadTeam Who are our customers and how will we create value?

are everyday more pressured to excel in their studies, by both families with ever tight budget and a strong

competitive labor market. Therefore, they keep searching for ways to increase work efficiency in order to perform in

University and maintain an active social life, all at the same time.


esent in most courses. Consequently, groupwork is becoming central in a student’s overall performance and daily


and, hence, with diverse schedules (97% of questioned students, fit this situation). This means

they need to communicate intensively through the internet.


teamwork, in general. At the same time, 50% of those interviewed were not satisfied with the

platform current solution, which includes the platforms presented in the image at left

(percentage of surveyed students which use them).

The main constraints to teamwork’s high performance we found in our

approach were: (Refer to Appendix 1 for full results on Students interviews and surveys)

opportunities for us! Namely, taking into account this market potential!

TAM = University students worldwide = 178 M (2010)1


LeadTeam creating value to University Students

, which will allow students to considerably reduce multi-homing costs associated with the

platform current solution. By changing the processes underlying teamwork, our platform will increase efficiency and

Students will be able to customize their

main page and choose the subjects they

are currently working on, knowing, all the

They will rapidly and effectively book

meeting as our website will calculate the

members’ shared fre

need to (1) upload schedule and (2) vote

on the preferred free day.

Our intuitive and easy to track chat will end

lasting scrolls to find “that certain

subject”, improving discussion’s dynamics.

different features in

LeadTeam’s three

management tool (“Files”, “Edit” and

“Sketch”), will enhance sharing and review’s

system, making sure that all members agree

with and contribute to the final output.

our task management tool, will allow students to distribute work more fairly, always know

the final output’s situation point and never forget a deadline.

6

LeadTeam creating value Who are our customers and how will we create value?

are everyday more pressured to excel in their studies, by both families with ever tight budget and a strong

r ways to increase work efficiency in order to perform in


esent in most courses. Consequently, groupwork is becoming central in a student’s overall performance and daily-life.


ioned students, fit this situation). This means


wed were not satisfied with the

platform current solution, which includes the platforms presented in the image at left

The main constraints to teamwork’s high performance we found in our “out-of-the-building”

(Refer to Appendix 1 for full results on Students interviews and surveys)

for us! Namely, taking into account this market potential!


homing costs associated with the

platform current solution. By changing the processes underlying teamwork, our platform will increase efficiency and

They will rapidly and effectively book

meeting as our website will calculate the

members’ shared free time – students just

need to (1) upload schedule and (2) vote

on the preferred free day.

LeadTeam’s three-featured file

management tool (“Files”, “Edit” and

“Sketch”), will enhance sharing and review’s

system, making sure that all members agree

with and contribute to the final output.

our task management tool, will allow students to distribute work more fairly, always know


Importantly, LeadTeam will be user-friendly

students considered our Minimum Viable Product extremely easy to learn and intuitive.

Furthermore, there would be the possibility to integrate with Universities (depending o

synergies derived from an enhanced student

Finally, born from students’ suggestions, our platform will have the capability to

integrate into Facebook - 94% and 90% of, respectively, surveyed

students rated 3/5 or above this idea: “Everyone is already on Facebook”.

Consequently, those with Facebook will have one

students are one-click away from their group member’s, just like they were when

creating a Facebook group. Further, as they are already there, multi

is reduced. All in all, the platform will be much more valuable, as we will leverage Facebook’s massive customer base and

network effect.

By the end of 3 years we expect to reach 350.000 University Students = 0.2% SAM = SOM

Universities

Higher education institutions which consider online learning a critical part of their strategy

The increased importance of international rankings’

placed a special pressure in Universities. In order to get the most talent students, Universities are ever more concerned wit

current students’ performance (and consequent employability

“Educational technology can empower teachers and learners, promote change and foster the development of twenty

century skills”2, Universities are progressively more attentive to the

TAM= Higher education institutions in the world = 16.000 Universities and colleges

SAM= higher education institutions that consider online learning a critical part of their strategy

Still, teachers struggle with Universities’ existing platforms (either in

surveyed teachers, 70% rated their platform 7/10 or less, with complaints like “

and “Does not allow real time interaction easily”.

LeadTeam creating value to Universities

Integrating the University into LeadTeam will create the necessary environment for students to achieve. How?

facilitating teacher-student interaction and

their attention to projects’ content, rather than team management. Automated Calendar and Scheduling and possibility to

upload directly the assignment, will allow students

Old Process

New Process

friendly and easy to learn, reducing transition effort from current solution

students considered our Minimum Viable Product extremely easy to learn and intuitive.

Furthermore, there would be the possibility to integrate with Universities (depending on the Universities’ decision), leveraging

derived from an enhanced student-teacher communication.

Finally, born from students’ suggestions, our platform will have the capability to

94% and 90% of, respectively, surveyed and interviewed

students rated 3/5 or above this idea: “Everyone is already on Facebook”.

Consequently, those with Facebook will have one-click access to our platform– so

click away from their group member’s, just like they were when

ating a Facebook group. Further, as they are already there, multi-homing costs are minimal and colleagues’ response time



Higher education institutions which consider online learning a critical part of their strategy

The increased importance of international rankings’ placement (like Financial Times), to both students and employers, has

placed a special pressure in Universities. In order to get the most talent students, Universities are ever more concerned wit

current students’ performance (and consequent employability) as well as processes’ efficiency. Further, since it is proven that

“Educational technology can empower teachers and learners, promote change and foster the development of twenty

, Universities are progressively more attentive to the pace of technology. What is our potential market?

TAM= Higher education institutions in the world = 16.000 Universities and colleges

SAM= higher education institutions that consider online learning a critical part of their strategy

Still, teachers struggle with Universities’ existing platforms (either in-house or off-shelf, like Moodle). From our sample of

surveyed teachers, 70% rated their platform 7/10 or less, with complaints like “One has to learn by doing. Not very friendly”

“Does not allow real time interaction easily”.

Integrating the University into LeadTeam will create the necessary environment for students to achieve. How?

automating several steps of teamwork’s processes, students will be able to refocus


upload directly the assignment, will allow students to skip many steps in the “Book Meeting” and “Work Delivery” processes.

7

and easy to learn, reducing transition effort from current solution - 95% of the

n the Universities’ decision), leveraging

homing costs are minimal and colleagues’ response time



placement (like Financial Times), to both students and employers, has

placed a special pressure in Universities. In order to get the most talent students, Universities are ever more concerned with

) as well as processes’ efficiency. Further, since it is proven that

“Educational technology can empower teachers and learners, promote change and foster the development of twenty-first

pace of technology. What is our potential market?

TAM= Higher education institutions in the world = 16.000 Universities and colleges3

SAM= higher education institutions that consider online learning a critical part of their strategy = 65%TAM = 10.400

shelf, like Moodle). From our sample of

One has to learn by doing. Not very friendly”

Integrating the University into LeadTeam will create the necessary environment for students to achieve. How? Synergies - by

automating several steps of teamwork’s processes, students will be able to refocus


to skip many steps in the “Book Meeting” and “Work Delivery” processes.


An assignment description and templates for planning will be essential to guarantee the students’ full comprehension of

teachers’ expectations. Remember that this was one of our students’ top problems. Finally, with a Class Page including

students and teachers, communication in real

can both book meetings and give feedback much easily

connected to this Class Page.

By the end of 3 years we expect to have 16 Universities subscribed = 0.15% SAM = SOM

Advertisers

Companies worldwide targeting University Students through digital marketing

According to Boston Globe4, Generation Y is a tough target for marketers

attention of University Students, which are “swimming in a sea of commercials”. Therefore, companies are expected to deliver

both targeted and personalized advertising

University students or offer the possibility, like Facebook does, in targeting only this segment. With the increase in digita

marketing our potential market is (Refer to

TAM= Companies Worldwide using Digital Marketing = $105 billion

SAM=Companies worldwide targeting Univ. Students through digital marketing = 2,5%TAM = $2,6bn a year

LeadTeam creating value to Advertisers

We propose to our advertisers, a website daily visited by University Students and, hence, with an extensive database of their

behavior and preferences. This means that companies will not only be able to focus solely in this segment but will also offer

completely personalized adverts – extensively enhancing their sales and brand image, as “56% view advertisers “favorably”

when ads are tailored to a personal interest”

By the end of 3 years we expect to have

LeadTeam Revenue Model system has three main flows, which are complementary and enter from our different customer

segments:

Freemium – 1€ yearly University Students will

features we found they are most willing to pay for. The additional price will be 1

result of A/B testing as well as surveys and interviews. In fact, 37% of the answers stated they

were willing to pay for a premium version, yet, with a possible lag between platform

and actual adoption. Therefore, we are expecting a 6 month delay between the first log

the actual upgraded subscription.

Yearly subscription with monthly payments Universities will be able to subscribe LeadTeam yearly, with a stable monthly payment of 800

This amount was mainly formulated based in our main competitors average pricing, as we aim

to have a competitive position

considerably) and neither too low (price is normally a cue for quality). Being our main source

of revenue, this subscription fee will guarantee LeadTeam a stable monthly flow, allowing us to

predict, with a considerable



hers, communication in real-time will be possible. Hence, doubts will be clarified much faster and teachers

can both book meetings and give feedback much easily - students will be notified on Facebook, so they will be constantly


Companies worldwide targeting University Students through digital marketing

, Generation Y is a tough target for marketers – advertisers constantly struggle to catch the


ising – tailored to the individual. Still, only few websites are daily visited only by

University students or offer the possibility, like Facebook does, in targeting only this segment. With the increase in digita

o Appendix 2 for calculation detail):



to our advertisers, a website daily visited by University Students and, hence, with an extensive database of their


extensively enhancing their sales and brand image, as “56% view advertisers “favorably”

when ads are tailored to a personal interest”5.

By the end of 3 years we expect to have roughly €12.000 monthly fee

Revenue Model and Pricing


University Students will have the opportunity to buy LeadTeam Premium with additional

features we found they are most willing to pay for. The additional price will be 1


re willing to pay for a premium version, yet, with a possible lag between platform

and actual adoption. Therefore, we are expecting a 6 month delay between the first log

the actual upgraded subscription.

ments – 800€ Universities will be able to subscribe LeadTeam yearly, with a stable monthly payment of 800


to have a competitive position – a price that is neither too high (which would reduce demand



predict, with a considerable degree of certainty, the following year’s cash flow.

8



time will be possible. Hence, doubts will be clarified much faster and teachers

students will be notified on Facebook, so they will be constantly


advertisers constantly struggle to catch the


tailored to the individual. Still, only few websites are daily visited only by

University students or offer the possibility, like Facebook does, in targeting only this segment. With the increase in digital



to our advertisers, a website daily visited by University Students and, hence, with an extensive database of their


extensively enhancing their sales and brand image, as “56% view advertisers “favorably”

€12.000 monthly fee

Revenue Model and Pricing

How are we making money?


have the opportunity to buy LeadTeam Premium with additional

features we found they are most willing to pay for. The additional price will be 1€ yearly as a


re willing to pay for a premium version, yet, with a possible lag between platform-testing

and actual adoption. Therefore, we are expecting a 6 month delay between the first log-in and

Universities will be able to subscribe LeadTeam yearly, with a stable monthly payment of 800€.


too high (which would reduce demand



degree of certainty, the following year’s cash flow.


CPM (Cost per impression) – 0.56€ per thousand impressions According to comScore the average CPM charged in “Social Networks” category is

Taking into account LeadTeam’s similarities with

as a fee to advertisers. Further, we expect to place up to three adverts in the frontpage, as

this is AdSense’s common practice

become an additional source of r

standards, proceding only with fully user consent.

Connected with our Revenue Model system, we offer different features to the various

Today, Student’s everyday life does not happen inside a house in front of computer

access everything, on the move, in every context of their lives. At the same time, Universities aim to be always connected with

their students and advertisers want to be ever more present on mobile. Responding to these needs, we are offering:

€ per thousand impressions According to comScore the average CPM charged in “Social Networks” category is

Taking into account LeadTeam’s similarities with this area, we considered the same amount


this is AdSense’s common practice7. Finally, as our database grows, this information may

become an additional source of revenue – however, we will always follow high privacy

standards, proceding only with fully user consent.

LeadTeam OfferingsWhich features are we offering our customers?

Connected with our Revenue Model system, we offer different features to the various subscriptions’ type.

LeadTeam ChannelsHow can our Customers access LeadTeam?

Today, Student’s everyday life does not happen inside a house in front of computer - they want to go out and be able to

context of their lives. At the same time, Universities aim to be always connected with


9

According to comScore the average CPM charged in “Social Networks” category is €0.566.

this area, we considered the same amount


. Finally, as our database grows, this information may

however, we will always follow high privacy

LeadTeam Offerings Which features are we offering our customers?

subscriptions’ type.

LeadTeam Channels

How can our Customers access LeadTeam?

they want to go out and be able to

context of their lives. At the same time, Universities aim to be always connected with



University Students

The Network Effect plays a crucial role in platforms such as LeadTeam. Therefore, we are planning to allocate

Marketing efforts in order to make sure our platform goes viral.

Social Media

Getting Customers: : : : University Students are Social Networks heavy users. Hence it will be crucial to actively engage in these

marketing vehicles. For instance, in Facebook, we will take advantage of the “Sponsor Page” method and extend our reach

considerably, particularly every semester beginning, which is crucial in college and working tools’ habits acquisition. Still, as

being noticed is not enough, we will update constantly our sites, with content not only about LeadTeam but also relevant to

our target. Further, all social networks are prone to recommendation with “share” bottons. In fact, 25 students already

recommended our idea!

Keeping Customers:::: As students are in real

of their minds - building a personalized, informal and long

means that any arising issue will be known within seconds

the information we can get from comments and discussions, for instance, in Linkedin group, will be essential to our iteration

process.

Growing Customers: Social media would be a great vehicle to stress our “newly released features” or to get feedback before

even launching. If students feel they had an impact in our decisions, they will be more willing to adopt them afterwards.

eebly Blog

Getting Customers: Our Blog contains all the steps we undertook during this accelerator

an important role in the customers’ Activation, as students will have access to interesting and further information regarding

the product, our entrepreneurial experience and other aspects of the business.

Keeping Customers: : : : By sharing our ideas, difficulties we are facing and asking for constant feedback in the “give us a hand”,

students will feel part of our project and builders. T

with other students’ start-ups.

PPC – Adwords and Facebook Ads

Getting Customers:::: Both Adwords and Facebook Ads aim to contact users for the first time. We already tested Adwords as a

Marketing Channel, which brought our Landing pages a traffic of 512 (

will get up to 10.607 new users through this tool.

LeadTeam Marketing PlanHow can we get, keep and gr

The Network Effect plays a crucial role in platforms such as LeadTeam. Therefore, we are planning to allocate

Marketing efforts in order to make sure our platform goes viral.

University Students are Social Networks heavy users. Hence it will be crucial to actively engage in these


y, particularly every semester beginning, which is crucial in college and working tools’ habits acquisition. Still, as


urther, all social networks are prone to recommendation with “share” bottons. In fact, 25 students already

s students are in real-time connected to these sites, by posting regularly, we will be able to be in front

building a personalized, informal and long-term relationship. Moreover, social media does not sleep. This

means that any arising issue will be known within seconds – therefore, clarified and resolved within seconds as well. Further,

nformation we can get from comments and discussions, for instance, in Linkedin group, will be essential to our iteration

: Social media would be a great vehicle to stress our “newly released features” or to get feedback before


Our Blog contains all the steps we undertook during this accelerator-like program. We believe it will play


product, our entrepreneurial experience and other aspects of the business.

By sharing our ideas, difficulties we are facing and asking for constant feedback in the “give us a hand”,

students will feel part of our project and builders. This will foster a long-term relationship and even a possible partnership

Adwords and Facebook Ads

Both Adwords and Facebook Ads aim to contact users for the first time. We already tested Adwords as a

Marketing Channel, which brought our Landing pages a traffic of 512 (Appendix 3). Therefore, we estimate that in 3 years we

ers through this tool.

10

LeadTeam Marketing Plan How can we get, keep and grow our Customer base?

The Network Effect plays a crucial role in platforms such as LeadTeam. Therefore, we are planning to allocate €78.953 in

University Students are Social Networks heavy users. Hence it will be crucial to actively engage in these


y, particularly every semester beginning, which is crucial in college and working tools’ habits acquisition. Still, as


urther, all social networks are prone to recommendation with “share” bottons. In fact, 25 students already

time connected to these sites, by posting regularly, we will be able to be in front

term relationship. Moreover, social media does not sleep. This

therefore, clarified and resolved within seconds as well. Further,

nformation we can get from comments and discussions, for instance, in Linkedin group, will be essential to our iteration

: Social media would be a great vehicle to stress our “newly released features” or to get feedback before


like program. We believe it will play


By sharing our ideas, difficulties we are facing and asking for constant feedback in the “give us a hand”,

term relationship and even a possible partnership

Both Adwords and Facebook Ads aim to contact users for the first time. We already tested Adwords as a

). Therefore, we estimate that in 3 years we


Viral Marketing

Getting Customers:::: How will we make our users our own salespersons? In the beginning of every semester we will launch: (1)

Competitions, based on “who invites more friends to the platform”, “who shares more our Facebook Page”, with prizes like

“free additional storage” and tablets - €500 will be allocated to each competition; (2) Videos, which can rapidly become viral

in social media - 1000€ will be spent in each.

SEO and LeadTeam Platform

Getting Customers:::: A non-paid way to be visible in Search Engines is through SEO. We will make sure, through the various

tools available, that we will include the most searched words in both our blog and platform. We are currently using the tool

provided by Weebly.

Engaging University

Getting Customers: : : : Advertising in Universities’ websites and spamming Universities’ halls with QR

generating interest and curiosity in students’ minds.

Keeping and Growing Customers: : : : On the other hand, being included in Universities’ newsletters will allow students to keep

remembering us and knowing our latest releases and partnerships.

LeadTeamers!

Through both our blog and social media we will create a Community of LeadTeamers! This will be important in every phase

of our customers relationship. Belonging to our community will make our users our main sales force (getting), more loyal

(keeping) and the early adopters of any new features (growing).

Word-of-Mouth

Getting Customers:::: It is necessary to keep in mind that we are, ourselves, University Students. This means we will be able to

talk with our friends with enthusiasm about our Project. Involving them in this developing phase (interviewing and asking for

feedback) will make them feel they are also part of the project, ultimately, making them share with their own friends!

E-mail Marketing

Getting Customers:::: In the activation and retention phase, it will be essential to immediately send e

had registered in any of our pages. Particularly, we can highlighting our product features and the experiences of actual user

(testimonials). Keeping Customers: : : : Newsletters will help us be remembered by our customers and present numbers that enhance loyalty,

for example, how many students are using LeadTeam. Newsletters subscribers may even be rewarded with discounts and free

upgrades coupon (trial of new features for free for a limited time) for patronizing LeadTeam.

Growing Customers: : : : We plan to send Transactional email not only confirming the log in of free version but also to present

our premium version features, with a call-to

Universities

Although still under testing, we assume Universities search online for new, more technological

advanced platforms. In this case, having an informative and relevant (in search engines) website,

will be crucial – SEO and LeadTeam Platform

How will we make our users our own salespersons? In the beginning of every semester we will launch: (1)


€500 will be allocated to each competition; (2) Videos, which can rapidly become viral

€ will be spent in each.

paid way to be visible in Search Engines is through SEO. We will make sure, through the various


Advertising in Universities’ websites and spamming Universities’ halls with QR

generating interest and curiosity in students’ minds.

On the other hand, being included in Universities’ newsletters will allow students to keep

remembering us and knowing our latest releases and partnerships.



he early adopters of any new features (growing).

It is necessary to keep in mind that we are, ourselves, University Students. This means we will be able to


em feel they are also part of the project, ultimately, making them share with their own friends!

In the activation and retention phase, it will be essential to immediately send e

had registered in any of our pages. Particularly, we can highlighting our product features and the experiences of actual user

Newsletters will help us be remembered by our customers and present numbers that enhance loyalty,


for free for a limited time) for patronizing LeadTeam.

We plan to send Transactional email not only confirming the log in of free version but also to present

to-action.



SEO and LeadTeam Platform.

11

How will we make our users our own salespersons? In the beginning of every semester we will launch: (1)


€500 will be allocated to each competition; (2) Videos, which can rapidly become viral

paid way to be visible in Search Engines is through SEO. We will make sure, through the various


Advertising in Universities’ websites and spamming Universities’ halls with QR-Coding will be a way of

On the other hand, being included in Universities’ newsletters will allow students to keep



It is necessary to keep in mind that we are, ourselves, University Students. This means we will be able to


em feel they are also part of the project, ultimately, making them share with their own friends!

In the activation and retention phase, it will be essential to immediately send e-mails to those people who

had registered in any of our pages. Particularly, we can highlighting our product features and the experiences of actual users

Newsletters will help us be remembered by our customers and present numbers that enhance loyalty,


We plan to send Transactional email not only confirming the log in of free version but also to present




Nevertheless, we also plan to address universities by e

Our Marketing department will be in charge of presenting our platform’s value

proposition, always highlighting the number of students, from that particular

university, that are already our users.

However, since we predict our first customers to be Portugu

personally present our project to their IT department.

An alternative way of engaging personally with universities’ decision makers and create brand

awareness, is to participate in Fairs related to entrepreneurship and

attend two fairs per year, with an allocated budget of

It is important to highlight that our first University client is expected to be our own

Porto, Beiras and Braga. This will help us iterate fast and fully understand the processes underlying Universities IT department,

enhancing our Value Proposition towards this segment. Furthermore, with

credibility when intruducing our project to diverse Universities.

First year Marketing efforts

We have four, critical main activities in our process: Customer Development, Marketing, Sales & Distribution and R&D &

Support.

Customer Development. As mentioned, it will be essential to keep this process of iteration, following this “out

approach” and getting feedback. Therefore, we will leverage our social media

updated regarding customer’s feeling towards our solution. For instance:

Notice that this kind of process will enhance customer loyalty and community engagement.

R&D and Support. . . . It will be our objective to find a co

as well as provide support in case of failure. Nevertheless, since we expect these activities to be bulky, and their effecti

is crucial to our Value Proposition, when necessary, LeadTeam will resort to Odesk vast qualified labor. An example would be

when an University subscribes LeadTeam –

This will give us flexibility both in terms of quality and costs

more programmers while at the same time we do no

On the other hand, we have four supportive activities, which include Informatic Services,

Management and Infrastructure.

e also plan to address universities by e-mail and telephone



university, that are already our users.

However, since we predict our first customers to be Portuguese Universities, we are planning to

personally present our project to their IT department.

personally with universities’ decision makers and create brand

Fairs related to entrepreneurship and innovative products. We expect to

attend two fairs per year, with an allocated budget of €1.048.

It is important to highlight that our first University client is expected to be our own

p us iterate fast and fully understand the processes underlying Universities IT department,

enhancing our Value Proposition towards this segment. Furthermore, with Católica’s testimonial we suppose to have extra

diverse Universities.

LeadTeam OperatingWhich would be our main activities and key resources?


. As mentioned, it will be essential to keep this process of iteration, following this “out

approach” and getting feedback. Therefore, we will leverage our social media presence and community to constantly be

updated regarding customer’s feeling towards our solution. For instance:

Notice that this kind of process will enhance customer loyalty and community engagement.

It will be our objective to find a co-founder Hacker which can develop, upgrade and maintain the platform

as well as provide support in case of failure. Nevertheless, since we expect these activities to be bulky, and their effecti

Value Proposition, when necessary, LeadTeam will resort to Odesk vast qualified labor. An example would be

we estimate an upgrade which rounds roughly €972 labor costs.

f quality and costs – we can easily achieve high standards of quality by contracting

more programmers while at the same time we do not have the fixed salary costs.

On the other hand, we have four supportive activities, which include Informatic Services,

12

mail and telephone - E-mail and Tele-Marketing....



ese Universities, we are planning to

personally with universities’ decision makers and create brand

We expect to

It is important to highlight that our first University client is expected to be our own - Universidade Católica Lisboa,

p us iterate fast and fully understand the processes underlying Universities IT department,

testimonial we suppose to have extra

LeadTeam Operating Which would be our main activities and key resources?


. As mentioned, it will be essential to keep this process of iteration, following this “out-of-the-building

presence and community to constantly be

founder Hacker which can develop, upgrade and maintain the platform

as well as provide support in case of failure. Nevertheless, since we expect these activities to be bulky, and their effectiveness

Value Proposition, when necessary, LeadTeam will resort to Odesk vast qualified labor. An example would be

€972 labor costs.

we can easily achieve high standards of quality by contracting

On the other hand, we have four supportive activities, which include Informatic Services, Financial & Accounting, H.R


Informatic Services includes mostly website hosting, database storage and servers. We expect these services to be outsourced

with a high-end partner such as 1&1, which provide us privacy security

H.R. Managemet is crucial to us, as it was emphasized innumerous times the importance of having the right team, with

complementary skills. A great team is better than a great idea, so we will have a dedicated depar

Financial and Accounting will be also outsourced with expected promptly results for fast decision

Management supervising directly this work. This will allow us to focus on analyzing the financial analysis outcome and make

strategic decisions, rather than consume time allocating costs.

Please refer to our Value Chain for further activities.

Taking into account our main activities and as expected from a start

includes mostly website hosting, database storage and servers. We expect these services to be outsourced

end partner such as 1&1, which provide us privacy security guarantees and reduced website crashes.

is crucial to us, as it was emphasized innumerous times the importance of having the right team, with

complementary skills. A great team is better than a great idea, so we will have a dedicated depar

will be also outsourced with expected promptly results for fast decision


decisions, rather than consume time allocating costs.

Please refer to our Value Chain for further activities.

Taking into account our main activities and as expected from a start-up, our organizational chart is simple and flat.

13

includes mostly website hosting, database storage and servers. We expect these services to be outsourced

guarantees and reduced website crashes.

is crucial to us, as it was emphasized innumerous times the importance of having the right team, with

complementary skills. A great team is better than a great idea, so we will have a dedicated department.

will be also outsourced with expected promptly results for fast decision-making, with Top


up, our organizational chart is simple and flat.


0

5000

10000

15000

20000

25000

30000

35000

2012 2013

Estimation of the evolution of applications dowloads, in millionsEstimation of the evolution of applications dowloads, in millionsEstimation of the evolution of applications dowloads, in millionsEstimation of the evolution of applications dowloads, in millions

The external environment

The market of Apps

Nowadays, the power of Internet and mobility has been exponentially growing. The last few years have seen an

unprecedented number of people rushing to develop mobile apps for iOS and Android.

Google dominates the mobile market with 900 million users, while

Microsoft comes in third place with an estimated 12 million Windows Phones sold. But there is still much work to be done to

increase monetization of free apps, which is an opportunity for developer

hit but, only a small group of them really manages to succeed. Even if the free applications remain the most used by the

owners of smartphones, the consumer is more and more inclined to spend some money t

The volume of download of mobile applications does not stop growing: not less than 150 million mobile applications are

downloaded every day (according to the cabinet Canalys in 2013).

owners of smartphones, with an average of 4 applications downloaded a month against 3.

The money spent however for the purchase of mobile applications remains low:

smartphones and €3,72 for the holders of tablets. Finally, in front of this success, there remains that 1 application out of 3 is

finally used. There are plenty of mobile applications to share, play, be informed… Among the most successful: Angry Birds,

Facebook, Fruit Ninja, Edge or Tetris.

Among the most popular models is the model free but sponsored by advertisements, which tends to become widespread on

the Google Play. The model Freemium allows to use an application free of charge, but with some paying

the traditional paying model, connected to the App Store and to the Windows Phone Store.

With a portfolio of applications in constant growth, the main digital Marketplaces have seen their revenues increasing for

several years. The success of smartphones in emerging countries should enable to keep the revenues increasing for a few

years still, before seeing the curve stabilizing.

The growing but reserved use of technologies in universities

Professors once saw the mobile phone as th

call each other. But this massive invasion of smartphones and tablets also provides opportunities for new educational

possibilities.

The universities keep in mind that the edu

objective is to create means and resources to make the educational subjects available to students, increase collaborative wor

in a way to help the access and development of

2014 2015 2016 2017


The external environment


unprecedented number of people rushing to develop mobile apps for iOS and Android.

Google dominates the mobile market with 900 million users, while Apple follows with 600 million iOS devices purchased, and


increase monetization of free apps, which is an opportunity for developers. Every app developer tries to build the next big


owners of smartphones, the consumer is more and more inclined to spend some money to purchase a mobile application.


downloaded every day (according to the cabinet Canalys in 2013). The owners of tablets download more apps than the

owners of smartphones, with an average of 4 applications downloaded a month against 3.

The money spent however for the purchase of mobile applications remains low: €2,15 on average for th

for the holders of tablets. Finally, in front of this success, there remains that 1 application out of 3 is



the Google Play. The model Freemium allows to use an application free of charge, but with some paying

the traditional paying model, connected to the App Store and to the Windows Phone Store.


ccess of smartphones in emerging countries should enable to keep the revenues increasing for a few

years still, before seeing the curve stabilizing.

The growing but reserved use of technologies in universities

Professors once saw the mobile phone as the enemy to productive learning, with students tuning out of lectures to text and


The universities keep in mind that the educational needs of teaching require more flexibility to the contents access. Their

objective is to create means and resources to make the educational subjects available to students, increase collaborative wor

in a way to help the access and development of knowledge.

Source: Gartner

14


Paying App

Free App


Apple follows with 600 million iOS devices purchased, and


s. Every app developer tries to build the next big


o purchase a mobile application.


The owners of tablets download more apps than the

on average for the holders of

for the holders of tablets. Finally, in front of this success, there remains that 1 application out of 3 is



the Google Play. The model Freemium allows to use an application free of charge, but with some paying options; and there is


ccess of smartphones in emerging countries should enable to keep the revenues increasing for a few

e enemy to productive learning, with students tuning out of lectures to text and


cational needs of teaching require more flexibility to the contents access. Their

objective is to create means and resources to make the educational subjects available to students, increase collaborative work

Source: Gartner


The success of the e-learning observed in recent times has created a growing demand for e

and other educational institutions, which has itself led to the development of a number of either commercial or open

Learning Management Systems (LMS). The usage of these systems is now gaining more and more recognition and

acceptance amongst institutions. Universities often have some sort of mobile platform, but too many are doing it all wrong (i

they’re doing anything at all). The result is often an online platform that’s far from engaging for students. Getting the

teachers to adopt mobile platforms isn’t simple either; it requires plenty of training, and practice. However, a few schools

doing this well. For instance, Hult International Business School, which has physical worldwide campuses, has a very

developed online mobile infrastructure. It was recently recognized by Apple as a “Standout School” for its use of technology.

Not only has the school given iPads to over 1,600 students and made use of on

gone a step or two further to create its own online apps, portals and infrastructure for students and faculty.

A phenomenon that is starting to be developed worldwide is

who connect can find there course materials though different supports: videos, powerpoint, notes, as well as exercises and

interactive exchanges places. The MOOC allows the students and the partici

knowledge in a precise field. But there are some vigorous reactions against this new phenomenon. Indeed, the anti

pointed out that thousands of students across the world would take the same course, with the same

instructor. They call it the “McDonaldization” of higher education. MOOC’s might pose potential barriers to fostering global

awareness and providing diverse educational experiences.

The online advertising The mobile ads spending, but also the online advertising is increasing at a quite impressive rate. According to internet

research firm ComScore, online ad spending increased to just over $40 billion in the U.S. last year, a 12% increase.

After this global market analysis of our segments, we will now define the external threats and opportunities of our company.

US Online Ad Spending 2010US Online Ad Spending 2010US Online Ad Spending 2010US Online Ad Spending 2010

learning observed in recent times has created a growing demand for e-

and other educational institutions, which has itself led to the development of a number of either commercial or open


acceptance amongst institutions. Universities often have some sort of mobile platform, but too many are doing it all wrong (i

ng at all). The result is often an online platform that’s far from engaging for students. Getting the

teachers to adopt mobile platforms isn’t simple either; it requires plenty of training, and practice. However, a few schools

tance, Hult International Business School, which has physical worldwide campuses, has a very


o over 1,600 students and made use of on-demand tutorials and digital textbooks, it’s


A phenomenon that is starting to be developed worldwide is the MOOC. The MOOC is based on an internet platform. Those


interactive exchanges places. The MOOC allows the students and the participants to be interconnected and to share

knowledge in a precise field. But there are some vigorous reactions against this new phenomenon. Indeed, the anti

pointed out that thousands of students across the world would take the same course, with the same


awareness and providing diverse educational experiences.

t also the online advertising is increasing at a quite impressive rate. According to internet



US Online Ad Spending 2010US Online Ad Spending 2010US Online Ad Spending 2010US Online Ad Spending 2010----2015201520152015 Net Mobile Internet Ad Revenue ShareNet Mobile Internet Ad Revenue ShareNet Mobile Internet Ad Revenue ShareNet Mobile Internet Ad Revenue Share

Company, 2011Company, 2011Company, 2011Company, 2011

% of total

15

-learning systems in universities

and other educational institutions, which has itself led to the development of a number of either commercial or open-source


acceptance amongst institutions. Universities often have some sort of mobile platform, but too many are doing it all wrong (if

ng at all). The result is often an online platform that’s far from engaging for students. Getting the

teachers to adopt mobile platforms isn’t simple either; it requires plenty of training, and practice. However, a few schools are

tance, Hult International Business School, which has physical worldwide campuses, has a very


demand tutorials and digital textbooks, it’s


the MOOC. The MOOC is based on an internet platform. Those


pants to be interconnected and to share

knowledge in a precise field. But there are some vigorous reactions against this new phenomenon. Indeed, the anti-Mooc

pointed out that thousands of students across the world would take the same course, with the same content, from the same


t also the online advertising is increasing at a quite impressive rate. According to internet



Source: eMarketer

Net Mobile Internet Ad Revenue ShareNet Mobile Internet Ad Revenue ShareNet Mobile Internet Ad Revenue ShareNet Mobile Internet Ad Revenue Share Worldwide, by Worldwide, by Worldwide, by Worldwide, by

Company, 2011Company, 2011Company, 2011Company, 2011----2013201320132013


0

1

2

3

4

5

6

7

8

N. Users Price User-friendly

Our competitors Our competitive advantage

By analyzing our competitors’ SWOTs (See

tracking which makes difficult the interactions between the students and has as a consequence a loss of time and efficiency

during the teamwork. This means we will focus on develop

each topic of discussion and have an overview of the work progress. This way we can clearly have an advantage over

Facebook’s group chat.

Moreover, we can notice that most of these platforms are not

least 2 or 3 different platforms such as a cloud service (such as Dropbox for instance), a chat service (Facebook), and the

university platform for example. This is not an optimized way to work with a virtual and far away team.

Furthermore, almost none of these competitors propose the additional features that would be useful for teamwork such as a

project planning, a bibliography, and an organizing tool. These are important tools for

competitors we would also propose a “calendar and scheduling” management, making the meeting arrangement much less

time-consuming (sometimes it can take more than 20 comments o

In here we have the opportunity to create a platform which incorporates all these functions, making it more efficient and

easier to work in groups. We must excel in this point, creating an intuitive platform, fully customize

accommodates the full workflow of a team work (from research to bibliography). This will be critical to build our competitive

advantage.

In order to assess our value proposition and compare it against the main competi

create the value curve, through a rating (0 being “really bad” and 7 being “excellent” ):

· Number of users: Created profiles and availability to begin interaction.

· Price: Monetary transaction or perceived cost regarding privacy and information sharing.

· User-friendly: Intuitive and easy to use. No need of further explanations.

· File management: Collaborative tool to work on documents and storage capacity.

· Discussion tracking: Effective tool for share information and take decisions.

· Calendar: Tool for plan meetings and monitor task completion.

· Task management: Project management features related to plan, allocate and control tasks.

· Bibliography tool: Tool for keeping track of information sources and defining references.

File

Management

Discussion

Tracking

Calendar Task

Management

See Appendix 6), we can see that most of them have a serious lack of discussion


during the teamwork. This means we will focus on developing an interactive chat, where students could easily accompany


Moreover, we can notice that most of these platforms are not all-in-one tool, which make the students switch between at


latform for example. This is not an optimized way to work with a virtual and far away team.


organizing tool. These are important tools for task management


consuming (sometimes it can take more than 20 comments on Facebook to book a meeting).


easier to work in groups. We must excel in this point, creating an intuitive platform, fully customize


Value curve

In order to assess our value proposition and compare it against the main competitors we consider the following attributes to

create the value curve, through a rating (0 being “really bad” and 7 being “excellent” ):

: Created profiles and availability to begin interaction.

erceived cost regarding privacy and information sharing.

: Intuitive and easy to use. No need of further explanations.

: Collaborative tool to work on documents and storage capacity.

Effective tool for share information and take decisions.

: Tool for plan meetings and monitor task completion.

: Project management features related to plan, allocate and control tasks.

Tool for keeping track of information sources and defining references.

16

Bibiography

Tool

LeadTeam

Facebook

Cloud Services

Moodle

), we can see that most of them have a serious lack of discussion


, where students could easily accompany


, which make the students switch between at


latform for example. This is not an optimized way to work with a virtual and far away team.


task management. Contrary to our


n Facebook to book a meeting).


easier to work in groups. We must excel in this point, creating an intuitive platform, fully customized for team works, which


tors we consider the following attributes to

: Project management features related to plan, allocate and control tasks.


Threat of substitution

Rivalry of competitors

Our strengths and weaknesses From our competition analysis and our business model, we can identify our different internal strengths over the competitors

and the weaknesses we must pay attention to.

The top three riskiest hypothesis yet to be validated are

� Universities are willing to pay a monthly fee

� It is an objective of the Universities to improve student’s work efficiency and overall satisfaction of the current

interface.

� Online support is sufficient to mainta

We based our project on these hypotheses which

important risk for our business.

Porter’s 5 forces

According to Porter’s theory, we can identify the 5 forces

market.

0

2

4

6

Threats of new entrants

Bargaining power of suppliers

Bargaining power of customersThreat of substitution

Rivalry of competitors

Risk analysis

From our competition analysis and our business model, we can identify our different internal strengths over the competitors

and the weaknesses we must pay attention to.

Risks identification

hypothesis yet to be validated are

Universities are willing to pay a monthly fee of €800.

It is an objective of the Universities to improve student’s work efficiency and overall satisfaction of the current

Online support is sufficient to maintain this kind of platform.

We based our project on these hypotheses which are under testing. If they appear to be wrong, it would represent an

According to Porter’s theory, we can identify the 5 forces that determine the competitive intensity and attractiveness of our

17

Bargaining power of suppliers

Bargaining power of customers

From our competition analysis and our business model, we can identify our different internal strengths over the competitors

It is an objective of the Universities to improve student’s work efficiency and overall satisfaction of the current

appear to be wrong, it would represent an

that determine the competitive intensity and attractiveness of our


This graph reveals us that we need to be particularly vigilant with our competitors. Our customers could easily switch to

another platform if they are not satisfied. They can

Evernote for instance if they don’t find ours convenient and efficient. Concerning the universities, if they find the fee too

expensive they could easily decide to come back to a free

we need to pay attention to the price of the premium version and the growing of the conversion rate.

Risk categorizing and countermeasures

˃ Technical and technological risk

The technical risk concerns the quality of our product. We want efficient and good quality features for our customers. This is a

technological issue; the platform navigation must be quick and smooth enough so it is easy to use. We want to avoid

recurrent or paralyzing bugs of the platform. It means that we need to avoid bugs on our platform through a good

maintenance, regular updates, but also an online assistance. We also need to work on the research and development to

keep.

˃ Project and organizational risk

There is always a risk that we don’t meet our short and medium

minimize the risks. As we are getting bigger and becoming global, we must hire more staff according to how bigger and

internationally we grow.

˃ Time management risk

In august 2014, we assume that the beta version of the LeadTeam platform and an Android app will be launched. Afterwards,

in December of 2014, an IOS app will be designed. In order to avoid any risk of missing these time targets, we need to

prioritize tasks and implement milestones to our calendar to check that every step and objective has been respected in order

not to miss these deadlines.

˃ Legal risk

Tech-based start-ups operate in a complex and intensive Intellectual Property Rights protected environment. To guarantee

we can exercise our rights when imitated, we will protect our Intellectual property through patents and trade market, also

giving the investors more credibility and security.

˃ Financial risk

There is financial risk if we don’t get enough funding, or reach enough sales targets. In order to prevent this, we need to

carefully look after our customers and keep them satisfied. Indeed, we don’


another platform if they are not satisfied. They can keep using Facebook groups for example, or try another platform such as


expensive they could easily decide to come back to a free and not user-friendly platform as Moodle. Same for the students,


Risk categorizing and countermeasures

k concerns the quality of our product. We want efficient and good quality features for our customers. This is a


of the platform. It means that we need to avoid bugs on our platform through a good


a risk that we don’t meet our short and medium-term goals. We need to proceed step by step so as to




tize tasks and implement milestones to our calendar to check that every step and objective has been respected in order

ups operate in a complex and intensive Intellectual Property Rights protected environment. To guarantee


nvestors more credibility and security.


carefully look after our customers and keep them satisfied. Indeed, we don’t want them to switch to another platform.

18


keep using Facebook groups for example, or try another platform such as


friendly platform as Moodle. Same for the students,


k concerns the quality of our product. We want efficient and good quality features for our customers. This is a


of the platform. It means that we need to avoid bugs on our platform through a good


term goals. We need to proceed step by step so as to




tize tasks and implement milestones to our calendar to check that every step and objective has been respected in order

ups operate in a complex and intensive Intellectual Property Rights protected environment. To guarantee



t want them to switch to another platform.


The graph below is a road map which represents how to process the business implementation. The expansion is based on a

three year plan so as to meet our short-term and medium

proceed step by step so as to minimize the risks.

As we consider relevant to implement the platform itself within a controlled environment, the first one co

minds is the Católica University of Portugal (which embraces four different universiti

will get users among Católica universities from

ready to be sold. Hence, by offering our services to Cat

team is lacking a hacker to develop the platform itself so, for this reason, we are

LeadTeam. Staff will be composed by 5 fou

In order to perform in a controlled environment, we will make the most of this experience by adapting and adjusting our

platforms according to the emerging feedback within that year by doing 4 upgrades, which are planned to be done on

month 3, month 6, month 9 and month 12 of operations. Th

oughtn’t to have any bug, unpleasant feature or missing tool once it will be out online with free access to anyone because

there will be almost not room for maneuver since we count in the viral

spread among students it has to be almost perfect.

And then?

Once the institutional platform nicely built, adjusted and enriched in accordance with university expectations, an upgrade

version will be fully developed and completely marketable. Hence, it will allow us to exit from the controlled environment to

extend our catchment area by gradually selling our services nationally. Indeed, even if LeadTeam platform will be available for

independent users in the whole world (since we are an online service), our main plan is to focus first on the Portuguese

market.

By the end of this first year, we will be the service provider of 6 universities across Portugal and 50

users (both university students and independent platform or Facebook app users).

Implementation process


term and medium-term goals. Indeed, we don’t want to cut any corners and prefer

proceed step by step so as to minimize the risks.

1st year- The Local Test From August to December

Despite having been testing constantly the

viability of our business model by making

interviews and surveys so as to validate or

remove hypothesis, we believe it’s crucial,

from August to December 2014, to develop

the idea in a safe and controlled environment.

Indeed, we consider those five first months of

activities as a “test”. It will allow us t

customize the platform by fitting university

needs, retaining them and building brand

awareness and engagement among students.

To begin, in august 2014, the beta version of

the LeadTeam platform and an Android app

will be launched. Afterwards, in

2014, an IOS app will be designed.

As we consider relevant to implement the platform itself within a controlled environment, the first one co

lica University of Portugal (which embraces four different universities -Lisbon, Braga, Porto and Beiras

lica universities from August but wouldn’t get revenues from them since our version

ready to be sold. Hence, by offering our services to Católica, we will reach 10 000 University C

team is lacking a hacker to develop the platform itself so, for this reason, we are searching for

unders: us + 1 web-developer.

environment, we will make the most of this experience by adapting and adjusting our


month 3, month 6, month 9 and month 12 of operations. This is considered crucial taking into account that our product


there will be almost not room for maneuver since we count in the viral effect, in other words, if we want our product to

spread among students it has to be almost perfect.



our catchment area by gradually selling our services nationally. Indeed, even if LeadTeam platform will be available for


e end of this first year, we will be the service provider of 6 universities across Portugal and 50

users (both university students and independent platform or Facebook app users).

19


goals. Indeed, we don’t want to cut any corners and prefer

The Local Test From August to December

Despite having been testing constantly the

viability of our business model by making

s and surveys so as to validate or

remove hypothesis, we believe it’s crucial,

from August to December 2014, to develop

the idea in a safe and controlled environment.

Indeed, we consider those five first months of

activities as a “test”. It will allow us to better

customize the platform by fitting university

needs, retaining them and building brand

awareness and engagement among students.

To begin, in august 2014, the beta version of

the LeadTeam platform and an Android app

will be launched. Afterwards, in December of

2014, an IOS app will be designed.

As we consider relevant to implement the platform itself within a controlled environment, the first one coming up to our

Lisbon, Braga, Porto and Beiras-). We

them since our version will not be

000 University Católica students. However, our

r 1 web developer to co-found

environment, we will make the most of this experience by adapting and adjusting our


is is considered crucial taking into account that our product


effect, in other words, if we want our product to



our catchment area by gradually selling our services nationally. Indeed, even if LeadTeam platform will be available for


e end of this first year, we will be the service provider of 6 universities across Portugal and 50 000 students will be our


2nd year –The National Expansion

During the second year, the national expansion goes on stronger: we aim to supply 10 universities in Portugal and expect to

reach nearly 150 000 students users (both platform users and Facebook users).

On another hand, since students are highly digital

integrated LeadTeam App so as to get viral among university Facebook users students. Considering the strong and

continuous growth of Windows phone users in Europe, we won’t miss the oppo

be done in the beginning of the 2nd year.

3rd year- The European Expansion

The next step will lead us to cross the national borders and export the institutional upgrade version of the platform to

European Business Universities. This third year will be synonymous to growth: it will be a strategic step for our business and

we won’t have a second have at this stage. Thereby, we consider necessary to hire another web developer so as to develop

and monitor efficiently and quickly the platform in accordance with university requests. Thus, keeping customers satisfied with

our services will prevent them from switching and looking for other platform online services (high risk). By focusing our

marketing efforts in Europe, we will sell our service to nearly 16 universities and will reach 350

And, on the 4th year- The Global Expansion

Furthermore, as soon as we are progressively established in Europe, becoming global is the logical coming step.

South American countries, universities are improving their global ranking (e.g. Universidade de Sao Paulo, Pontificia

Universidad Catolica de Chile) and governments conduct policies in line with leveraging national educational interest (by

allocating higher budget to public education). That’s why, we estimate it would be a strategic opportunity to target Latin and

South American universities since they have important need of digital platforms.

d year, the national expansion goes on stronger: we aim to supply 10 universities in Portugal and expect to

000 students users (both platform users and Facebook users).

On another hand, since students are highly digital dependent in their daily life, we plan to make available a Facebook


continuous growth of Windows phone users in Europe, we won’t miss the opportunity to launch a windows app so, it should


siness Universities. This third year will be synonymous to growth: it will be a strategic step for our business and


ntly and quickly the platform in accordance with university requests. Thus, keeping customers satisfied with


pe, we will sell our service to nearly 16 universities and will reach 350 000 university students.

The Global Expansion

Furthermore, as soon as we are progressively established in Europe, becoming global is the logical coming step.



locating higher budget to public education). That’s why, we estimate it would be a strategic opportunity to target Latin and

South American universities since they have important need of digital platforms.

20

d year, the national expansion goes on stronger: we aim to supply 10 universities in Portugal and expect to

dependent in their daily life, we plan to make available a Facebook


rtunity to launch a windows app so, it should


siness Universities. This third year will be synonymous to growth: it will be a strategic step for our business and


ntly and quickly the platform in accordance with university requests. Thus, keeping customers satisfied with


000 university students.

Furthermore, as soon as we are progressively established in Europe, becoming global is the logical coming step. In Latin and



locating higher budget to public education). That’s why, we estimate it would be a strategic opportunity to target Latin and


Required funds In order to do the initial investment in the development of the LeadTeam platform, buy

initial computer licenses, patent and have enough liquidity to run our business until it

reaches a sustainable level of profits we require an important but not particula

investment, which we minimized by counting on the bootstrapping effect and by

creating a variable cost structure. We expect to reach positive income on month 15 of

operations, hence, we need to fund our operational deficit until that moment. Our

company is expected to have 100% of equity during the planning horizon of 3 years.

The total initial investment we require to set up our operations is 65,000

and the extra 45,000€ will come from external i

Sales projections

We defined our sales projections according to the main implementations steps we have defined for our growth, which

correspond to our marketing efforts as well as on attainable but ambitious targets in

institutions. According to these targets in terms of number of users and institutional customers depend the numbers of

premium version sold, advertisements placed and fees charged to universities. It is important to clarify tha

of active users includes both the users of the universities that had subscribed and independent users. However, we expect

that, in the long run, the percentage of the latter will tend to eclipse the former

university users

˃ To calculate the revenues from the

used the price of 1€ per year and the conversion rate from free to

premium of 37% we obtained from business model tests, making the

assumption that this conversion will be effective 6 month after one new

users starts with the platform.

˃ The price to charge universities

Universities version to their students is 800

effective costs of having a solution provided by our competitors we

decided that price in order to be competitive and b

and quality we are providing. Even if Moodle is an open source

platform, universities spend important sums due to the costs of servers,

hosting and time invested by employees; costs that in our case are

covered by our monthly fee.

˃ The revenues from advertisements

making the assumption that our users will be on

average 3 times per week, letting us sell the

corresponding number of spaces, charging a price

of 0.56€ per 1000 impressions. The price chosen is

the average CPM in social networks.

As it is shown in the revenues graph, during the first month

we do not expect to receive any revenues, since during this

period only a beta version of the software will be available,

Trade Mark 900 €

European Patent 6,500 €

Computers & licences 1,439 €

Website Investment 36,470 €

Working capital 19,691 €

Total Total Total Total 65 ,000 €65 ,000 €65 ,000 €65 ,000 €

Required I nve stmentRequired I nve stmentRequired I nve stmentRequired I nve stment

Financials

In order to do the initial investment in the development of the LeadTeam platform, buy


reaches a sustainable level of profits we require an important but not particula




ompany is expected to have 100% of equity during the planning horizon of 3 years.

The total initial investment we require to set up our operations is 65,000€, of which 20,000€ will be put in by the founders,

€ will come from external investors, mainly business angels.


correspond to our marketing efforts as well as on attainable but ambitious targets in terms of users and number of


premium version sold, advertisements placed and fees charged to universities. It is important to clarify tha


that, in the long run, the percentage of the latter will tend to eclipse the former

he revenues from the premium version subscriptions we

€ per year and the conversion rate from free to

premium of 37% we obtained from business model tests, making the

assumption that this conversion will be effective 6 month after one new

universities for giving access to LeadTeam

Universities version to their students is 800€ per month. Considering the

effective costs of having a solution provided by our competitors we

decided that price in order to be competitive and be close to the value

and quality we are providing. Even if Moodle is an open source

platform, universities spend important sums due to the costs of servers,

hosting and time invested by employees; costs that in our case are

advertisements was computed

making the assumption that our users will be on

average 3 times per week, letting us sell the

corresponding number of spaces, charging a price

€ per 1000 impressions. The price chosen is

in social networks.

As it is shown in the revenues graph, during the first month

we do not expect to receive any revenues, since during this

period only a beta version of the software will be available,

21

In order to do the initial investment in the development of the LeadTeam platform, buy


reaches a sustainable level of profits we require an important but not particularly high




ompany is expected to have 100% of equity during the planning horizon of 3 years.

€, of which 20,000€ will be put in by the founders,


terms of users and number of


premium version sold, advertisements placed and fees charged to universities. It is important to clarify that the total amount



hence, we will not be able to charge any institutio

months users will be institutional users (Católica’s), but by the beginning of the 6

increasing number of independent users. However, sin

make the most of our users’ base. Therefore, in the 1

month. Nevertheless, as we will undergo through an impor

we will be able to reach a position of 34,000

Break Even Analysis

As it is possible to extract from the graphs below in terms of monthly net income, considering a moderate scenario in terms

of revenues, our net income will turn positive on month 15, by the beginning of year 2, and will continue with a sustainable

growth. In the other hand, in terms of free cash flow (See

a positive cumulative free cash flow on month 29. This means that by the end of the 3

all investment done and all loss produced.

Alternative sales scenarios

In order to assess the sensitivity of our financial plan to major

changes in the real sales we considered two alternative

scenarios, in which sales were 25% higher or 25% lower

the moderate or expected scenario.

As it is shown in the net income sensitivity graph, with a more

pessimistic revenues, we would expect losses in year 2 but we

would be in positive ground still in year 3. Nevertheless, with an

actual sales performance different than expected, by checking

the trend, the more we go further in the time horizon, the more

we will expect major deviations from our original net income

forecast.

Cost Structure

Regarding our expenditures structure, we observe that the accoun

marketing costs and the depreciation, mainly related to the intangible asset of the platform itself.

hence, we will not be able to charge any institution. The first premium version income will come by month 13 since the first 5

months users will be institutional users (Católica’s), but by the beginning of the 6th month of operations we expect to have an

increasing number of independent users. However, since the very first months we expect to have advertising sales in order to

Therefore, in the 1st year, the total income per month is not estimated to reach 6,500

month. Nevertheless, as we will undergo through an important growth on year 2 and 3, mostly in year 3 in absolute terms,

we will be able to reach a position of 34,000€ by the end of the 3rd year of operations.



In the other hand, in terms of free cash flow (See Appendix 7), we expect it to turn positive on month 20 and having

a positive cumulative free cash flow on month 29. This means that by the end of the 3rd year our business will have paid off

In order to assess the sensitivity of our financial plan to major

changes in the real sales we considered two alternative

25% higher or 25% lower than

As it is shown in the net income sensitivity graph, with a more

pessimistic revenues, we would expect losses in year 2 but we

would be in positive ground still in year 3. Nevertheless, with an

ce different than expected, by checking

the trend, the more we go further in the time horizon, the more

we will expect major deviations from our original net income

Regarding our expenditures structure, we observe that the accounts that have the largest impact are the employees,

, mainly related to the intangible asset of the platform itself.

22

n. The first premium version income will come by month 13 since the first 5

month of operations we expect to have an

ce the very first months we expect to have advertising sales in order to

year, the total income per month is not estimated to reach 6,500€ per

tant growth on year 2 and 3, mostly in year 3 in absolute terms,



), we expect it to turn positive on month 20 and having

year our business will have paid off

ts that have the largest impact are the employees,

, mainly related to the intangible asset of the platform itself.


Even though during the first semester we, the entrepreneurs, will not charge

any wages, it turned out to be an important part of our costs since it includes

wages of 600€ per month for each of the 5 original members of the staff, with

one additional employee that will be hired on year 3 to take care of service to

institutional customers and an expected inc

same year. The platform costs, including maintenance, servers and hosting,

are low since all of them are outsourced and the 27% that corresponds to

marketing, accounts for the efforts in Google Adwords, Facebook ads, so

media, fairs and forecasted prices to our users as marketing tactic.

Equity Structure

We are offering to our investors is a 73% of share of the company in preferred stocks with an expected exit in year 3, keepin

the remaining 27% in hands of the entrepreneurs. In regards to the political structure of the company, 3 seats in the board

out of 8, will be given to the investors.

Exit Strategy

The 2 proposed exit strategies for investors are the following:

1. Management buyout. Taking into account that by the end of the 3

resources will be available, our first proposed exit strategy for our investor consist in buying shares back the

investors’ shares by the founder entrepreneurs. The investors will keep the 73% of the cumulated free cash flow on

year 3, which is expected to be roughly 136K

exit strategy will give the investors a compound return on investment of 30% per year. Even though the buyout

could be postponed to year 4 or 5 if the investors would like to make the most of the

years and getting a higher return rate.

2. Mixed strategy: External investors’

preferred acquisition option to for the entrepreneurs of the 50% of invest

50% of remaining shares in market value to venture capital firms or approved investors by the board. The market

value of the company is higher that the book value due to the future positive cash flows.

Overall financials

We consider our startup has a high commercial and financial potential (See

sustainable growth, which is why if our investors are interested in renegotiate exit strategy due to the expected cash flows

the following years we could consider it. The IRR 60% for the 3 years horizon, showing our value proposition really manages

to capture an important potential in the first 3 years, as technological based startup.

Net Sales

Total Platform Expenditures

Gross Profit

Operating Expenditures

EBIT

Non-operating

IAPMEI Subsidies

Taxable Income

Tax Expense

Net Income

Even though during the first semester we, the entrepreneurs, will not charge

to be an important part of our costs since it includes

€ per month for each of the 5 original members of the staff, with

one additional employee that will be hired on year 3 to take care of service to

institutional customers and an expected increase in the salaries to 900€ in the

, including maintenance, servers and hosting,

are low since all of them are outsourced and the 27% that corresponds to

, accounts for the efforts in Google Adwords, Facebook ads, social

media, fairs and forecasted prices to our users as marketing tactic.

We are offering to our investors is a 73% of share of the company in preferred stocks with an expected exit in year 3, keepin


The 2 proposed exit strategies for investors are the following:

Taking into account that by the end of the 3rd year of operations an important amount of cash

e, our first proposed exit strategy for our investor consist in buying shares back the


year 3, which is expected to be roughly 136K €, leaving the 100% of the company in hands of the founder team. This


could be postponed to year 4 or 5 if the investors would like to make the most of the

years and getting a higher return rate.

investors’ acquisition and management buyout. The second exit strategy is about a

preferred acquisition option to for the entrepreneurs of the 50% of investors shares in book value and the sale of



We consider our startup has a high commercial and financial potential (See Appendix 8) and we are confident it will show a

sustainable growth, which is why if our investors are interested in renegotiate exit strategy due to the expected cash flows


to capture an important potential in the first 3 years, as technological based startup.

Amount % Sales Amount % Sales Amount

30,443 € 115,478 € 241,688 €

15,284 € 50% 18,739 € 16% 23,538 €

15,159 € 50% 96,739 € 84% 218,149 €

52,756 € 173% 73,024 € 63% 112,160 €

-37,597 € -124% 23,714 € 21% 105,989 €

8,300 € 0 €

-29,297 € -96% 23,714 € 21% 105,989 €

0 € 0% 0 € 0% 25,102 €

-29,297 € -96% 23,714 € 21% 80,888 €

Year 1 Year 2

23

We are offering to our investors is a 73% of share of the company in preferred stocks with an expected exit in year 3, keeping


year of operations an important amount of cash

e, our first proposed exit strategy for our investor consist in buying shares back the


g the 100% of the company in hands of the founder team. This


increasing cash flows for those

The second exit strategy is about a

ors shares in book value and the sale of



) and we are confident it will show a

sustainable growth, which is why if our investors are interested in renegotiate exit strategy due to the expected cash flows in


Amount % Sales

241,688 €

23,538 € 10%

218,149 € 90%

112,160 € 46%

105,989 € 44%

0 €

105,989 € 44%

25,102 € 10%

80,888 € 33%

Year 3


LeadTeam is not only a project, it is the vision of an easier and balanced University life, by increasing teamwork efficiency and

enhancing teacher-student interaction.

Through these last 6 month we hypothesized, tested, validated and adapted our Business Model

Business Model Canvas). Most importantly, we got out of the building and listened, listened and listened, learning with the

input of almost 200 different potential customers.

In which concerns University Students we tested a total of 15 Hypothesis

interviewing and surveying 48 and 100 students, respectively. Moreover, we validated our Channels and Customer

Relationship by testing Adwords, engaging with the crowd in social media (Facebook page, Instagram,

Scoop.it) and creating two Landing Pages. But we did not stop there. We created a Minimum Viable Product LeadTeam in

both power point and InvisionApp, allowing our potential customers to evaluate its attractiveness, professionalism a

friendliness. Plus, we went a little further and filmed a video explaining its usage so we could become viral on Youtube.

Today, after this process, we can state we know our customers, we understand their needs and created a solution completely

tailored to their preferences. We have a Business Model which solves a real problem, in a unique way.

In addition, as we participated in an accelerator

a group of Católica colleagues. This allowed us (1) to receive constant feedback from two experienced mentors and adapt

our Business Model accordingly, (2) leverage synergies between the teams, motivating us to exceed, (3) create quantitative

weekly progress-targets. Hence, we built n

community.

Nevertheless, an important path is still upon us. Universities are still a segment to develop since, mainly due to time

constraints, we could only interview two instit

for six month, only serving Católica and its students, while learning and listening this customer segment.

Moreover, we are facing fierce and powerful competitors in this high

worldwide. Names like Dropbox and Facebook groups are resounding. However, through our customers’ feedback we

created a unique value proposition, which can hold a sustainable competitive advantage. Addit

Facebook will allow us to leverage its network effect and massive customer base.

All in all, we are excited to continue this journey, as a consistent and strong team, following the dream of becoming the

largest network of University Students and making their life easier everyday

Conclusion

project, it is the vision of an easier and balanced University life, by increasing teamwork efficiency and

Through these last 6 month we hypothesized, tested, validated and adapted our Business Model

. Most importantly, we got out of the building and listened, listened and listened, learning with the

input of almost 200 different potential customers.

In which concerns University Students we tested a total of 15 Hypothesis (Appendix 5 for our Students Validation Board)


Relationship by testing Adwords, engaging with the crowd in social media (Facebook page, Instagram,


both power point and InvisionApp, allowing our potential customers to evaluate its attractiveness, professionalism a



ilored to their preferences. We have a Business Model which solves a real problem, in a unique way.

In addition, as we participated in an accelerator-like program, we were required to present weekly results to two mentors and

s. This allowed us (1) to receive constant feedback from two experienced mentors and adapt


targets. Hence, we built not only an enthusiastic team, but a whole Entrepreneurship and Business Plan


constraints, we could only interview two institutions and survey 15 teachers. Therefore, LeadTeam will be in “iteration mode”


Moreover, we are facing fierce and powerful competitors in this high potential market of 178 million University Students


created a unique value proposition, which can hold a sustainable competitive advantage. Addit

Facebook will allow us to leverage its network effect and massive customer base.


largest network of University Students and making their life easier everyday ☺

24

project, it is the vision of an easier and balanced University life, by increasing teamwork efficiency and

Through these last 6 month we hypothesized, tested, validated and adapted our Business Model (Appendix 4 for our

. Most importantly, we got out of the building and listened, listened and listened, learning with the

pendix 5 for our Students Validation Board),


Relationship by testing Adwords, engaging with the crowd in social media (Facebook page, Instagram, Pinterest, LinkdIn and


both power point and InvisionApp, allowing our potential customers to evaluate its attractiveness, professionalism and user-



ilored to their preferences. We have a Business Model which solves a real problem, in a unique way.

like program, we were required to present weekly results to two mentors and

s. This allowed us (1) to receive constant feedback from two experienced mentors and adapt


ot only an enthusiastic team, but a whole Entrepreneurship and Business Plan


utions and survey 15 teachers. Therefore, LeadTeam will be in “iteration mode”


potential market of 178 million University Students


created a unique value proposition, which can hold a sustainable competitive advantage. Additionally, our integration in



References:

“ComScore: Here's How Much Online Ad Spending Will Increase This Year”, by Business Insider, accessed at: http://www.businessinsider.com/online-ad-spending-will

“Evaluation of open-source e-Learning platforms based on the Qualitative Weight and Sum approach and Analytic Hierarchy

Process”, by Thair M. Hamtini and Hussam Nawwaf Fakhouri, accessed at:http://www.iiis.org/CDs2012/CD2012SCI/IMSCI_2012/PapersPdf/EA418WG.pdf

“Smartphones : Le succès des applications mobiles", by Prixtel, accessed atPRIXTEL/actualite/news/smartphones-le-succes-des-applications

“Les MOOC débarquent en France”, by Studyrama, accessed atdebarquent-en-france-91431

“Gartner : plus de 100 milliards d'applications mobiles téléchargées en 2013”, by Clubic, accessed athttp://www.clubic.com/application-mobile/actualite-585970

Footnotes:

1. Times Higher Education “A different world”, by Elizabeth Gibney, accessed atdifferent-world/2001128.article

2. “Educational Technology: A Way To Enhance Student Achievement At The University

accessed at: http://www.tojned.net/pdf/v03i03/v03i03

3. “Rankings and accountability in higher education”, by University World News, accessed at: http://www.universityworldnews.com/article.php?story=20130628111528373

4. Boston Globe “Generation Y a tough target for marketers”, by Taryn Luna, accessed at: http://www.bostonglobe.com/business/2013/08/06/marketing

5. “Baby Boomers, Gen Y Embrace Personalized Online Ads”, by Melissa Campanelli, accessed at: http://www.emarketingandcommerce.com/blog/baby-

6. “The New York Times Ranks as Top Online Newspaper According to May 2010 U.S. comScore MMX Data”, by comScore,

accessed at: http://www.comscore.com/Insights/Press_Releases/2010/6/The_New_York_Times_Ranks_as_Top_Online_Newspaper_According_to_May_2010

_Media_Metrix_Data

7. https://support.google.com/adsense/answer/1346295?hl=en

Sources

ne Ad Spending Will Increase This Year”, by Business Insider, accessed at: will-increase-18-in-2012-2012-6#ixzz34HaKIOSF

Learning platforms based on the Qualitative Weight and Sum approach and Analytic Hierarchy

and Hussam Nawwaf Fakhouri, accessed at: http://www.iiis.org/CDs2012/CD2012SCI/IMSCI_2012/PapersPdf/EA418WG.pdf

“Smartphones : Le succès des applications mobiles", by Prixtel, accessed at : http://www.prixtel.com/decouvrir

applications-mobiles/

Studyrama, accessed at: http://www.studyrama.com/formations/filieres/universite/les

“Gartner : plus de 100 milliards d'applications mobiles téléchargées en 2013”, by Clubic, accessed at585970-gartner-100-applications-mobiles-telechargees-2013.html

Times Higher Education “A different world”, by Elizabeth Gibney, accessed at: http://www.timeshighereducation.co.uk/features/a

Educational Technology: A Way To Enhance Student Achievement At The University Of Bahrain”, by Jaflah Al

http://www.tojned.net/pdf/v03i03/v03i03-06.pdf

“Rankings and accountability in higher education”, by University World News, accessed at: http://www.universityworldnews.com/article.php?story=20130628111528373

. Boston Globe “Generation Y a tough target for marketers”, by Taryn Luna, accessed at: http://www.bostonglobe.com/business/2013/08/06/marketing-millennials-can-tough-sell/3T2g8YbJyc3vKwMkS8PrLK/story.html

“Baby Boomers, Gen Y Embrace Personalized Online Ads”, by Melissa Campanelli, accessed at: -boomers-gen-y-embrace-personalized-online-ads

“The New York Times Ranks as Top Online Newspaper According to May 2010 U.S. comScore MMX Data”, by comScore,

http://www.comscore.com/Insights/Press_Releases/2010/6/The_New_York_Times_Ranks_as_Top_Online_Newspaper_According_to_May_2010

https://support.google.com/adsense/answer/1346295?hl=en

25

ne Ad Spending Will Increase This Year”, by Business Insider, accessed at:

Learning platforms based on the Qualitative Weight and Sum approach and Analytic Hierarchy

http://www.prixtel.com/decouvrir-

http://www.studyrama.com/formations/filieres/universite/les-mooc-

“Gartner : plus de 100 milliards d'applications mobiles téléchargées en 2013”, by Clubic, accessed at: 2013.html

http://www.timeshighereducation.co.uk/features/a-

Of Bahrain”, by Jaflah Al-Ammary,

KwMkS8PrLK/story.html

“Baby Boomers, Gen Y Embrace Personalized Online Ads”, by Melissa Campanelli, accessed at:

“The New York Times Ranks as Top Online Newspaper According to May 2010 U.S. comScore MMX Data”, by comScore,

http://www.comscore.com/Insights/Press_Releases/2010/6/The_New_York_Times_Ranks_as_Top_Online_Newspaper_According_to_May_2010_U.S._comScore


0,00%

20,00%

40,00%

60,00%

80,00%

100,00%

University In-

house

Dropbox Facebook

Usage of more than one platform

Time consumed to book meetings

Involvement at different levels

Not available people to respond

Dont understand what the teacher wants and the expectation

Discussion tracking

Files management - tracking changes and many versions of the same document

Getting distracted by notification on facebook

Different perspective and expectations for final grades

Fight among team members

Find a place to meet

Very difficul to form a group

You never remember the deadlines

No peer review

Used to differet tools making it difficult to synchrnozine everything

0%

10%

20%

30%

40%

50%

1 "I don't like it" 2 3

Appendix 1. Main University students’ inter

Customer Segment Definition:Customer Segment Definition:Customer Segment Definition:Customer Segment Definition:

Graph Graph Graph Graph 1111: Platforms currently used by University Students (100 surveys): Platforms currently used by University Students (100 surveys): Platforms currently used by University Students (100 surveys): Platforms currently used by University Students (100 surveys)

Graph Graph Graph Graph 2222: Problems faced by University Students (20 interviews + 100 surveys): Problems faced by University Students (20 interviews + 100 surveys): Problems faced by University Students (20 interviews + 100 surveys): Problems faced by University Students (20 interviews + 100 surveys)

Facebook as a channel:Facebook as a channel:Facebook as a channel:Facebook as a channel:

Graph Graph Graph Graph 3333: : : : Rating Facebook App Rating Facebook App Rating Facebook App Rating Facebook App –––– from 1 to 5from 1 to 5from 1 to 5from 1 to 5

Facebook Google Drive Skydrive Turnitin Endnote

6%

8%4%

8%

4%

5%

5%1%

4%

Dont understand what the teacher wants and the expectation

tracking changes and many versions of the same document

Used to differet tools making it difficult to synchrnozine everything

3,5 4 5 "Perfect"

Main University students’ interviews and surveys results

: Platforms currently used by University Students (100 surveys): Platforms currently used by University Students (100 surveys): Platforms currently used by University Students (100 surveys): Platforms currently used by University Students (100 surveys)

: Problems faced by University Students (20 interviews + 100 surveys): Problems faced by University Students (20 interviews + 100 surveys): Problems faced by University Students (20 interviews + 100 surveys): Problems faced by University Students (20 interviews + 100 surveys)

from 1 to 5from 1 to 5from 1 to 5from 1 to 5 (20 interviews + 100 surveys)(20 interviews + 100 surveys)(20 interviews + 100 surveys)(20 interviews + 100 surveys)

26

Endnote

5%

13%

13%

13%

8%

3%

ws and surveys results


Task allocation Scheduling and calendar

Chat with easy tracking References organizer

Research organizer Assistant

8%

3%

How many times appeared in Top 3

Chat with easy tracking

Reminders

Templates for planning

Research Organizer

Revenue Model Revenue Model Revenue Model Revenue Model –––– Pricing:Pricing:Pricing:Pricing:

Graph Graph Graph Graph 4444: How much are students willing to pay? : How much are students willing to pay? : How much are students willing to pay? : How much are students willing to pay?

(20 interviews + 100 surveys)(20 interviews + 100 surveys)(20 interviews + 100 surveys)(20 interviews + 100 surveys)

Feature definition:Feature definition:Feature definition:Feature definition:

Graph Graph Graph Graph 5555: What features are our students willing to : What features are our students willing to : What features are our students willing to : What features are our students willing to

Graph Graph Graph Graph 6666: What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys)

11%

11%

11%

11%

6%11%

7%

8%

10%

8%3%3%

Scheduling and calendar File sharing in cloud Templates for planning

References organizer Reminders Additional storage

Find people Student profile

12%

14%

5%

7%

16%

13%

8%

3%

7%

7%

4% 4%

many times appeared in Top 3

File sharing Find people

Scheduling and calendar Task allocation

Additional storage References organizer (bibliography)

Adviser assistant Student Profile

16%

16%

33%: How much are students willing to pay? : How much are students willing to pay? : How much are students willing to pay? : How much are students willing to pay?

: What features are our students willing to : What features are our students willing to : What features are our students willing to : What features are our students willing to pay for? (20 interviews + 100 surveys)pay for? (20 interviews + 100 surveys)pay for? (20 interviews + 100 surveys)pay for? (20 interviews + 100 surveys)

: What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys)

27

Templates for planning

References organizer (bibliography)

35%

50 cents

1 euro

1 euro 50 cents

2 euro

pay for? (20 interviews + 100 surveys)pay for? (20 interviews + 100 surveys)pay for? (20 interviews + 100 surveys)pay for? (20 interviews + 100 surveys)

: What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys): What features are most valuable to our students? (20 interviews + 100 surveys)


Automated Calendar and Scheduling

Subject Page

Class Page

Assignment description

Assignment description

Find Colleagues

Graph Graph Graph Graph 7777: What features would bring more value in University integration?: What features would bring more value in University integration?: What features would bring more value in University integration?: What features would bring more value in University integration?

17%

9%

7%

19%10%

9%

11%

5%

3%6%

4%

Automated Calendar and Scheduling Template for planning uploaded by the teacher

Upload directly assignment

Find former students of the subject

Find Team

Evaluation metrics

: What features would bring more value in University integration?: What features would bring more value in University integration?: What features would bring more value in University integration?: What features would bring more value in University integration?

28

Template for planning uploaded by the teacher

Upload directly assignment

Find former students of the subject

Evaluation metrics


Appendix

As mentioned before, our platform is supposed to be in a worldwide Internet site, available for any University Student, anywh

According to Quora extrapolation based on “economic freedom and worldwide business numbers from UN reports”, there are roughly 115

Million companies in the world. 1

We did not consider only MNE’s. This decision is based on the fact that nowadays it is possible to adapt adve

users are in. For instance, a Portuguese SME’s advert would only appear to an IP located in Portugal. Hence, our first filter

Our Reachable Market can only include companies that use onl

channels like television, billboards and magazines, these will not be able to advertise in our platform.

Taking into account the PwC “Global entertainment and media outlook:

its expected CAGR until 2017 is of 13%. Hence, by 2014 we can forecast a roughly $127,9billion Revenue.

TAM = Companies Worldwide using Digital MarketingTAM = Companies Worldwide using Digital MarketingTAM = Companies Worldwide using Digital MarketingTAM = Companies Worldwide using Digital Marketing

2nd filTaking into account our platform’s main users, our Value Proposition addresses the particular needs of companies targeting Un

Students. Namely, if we tackle companies whose main segment is University Students, the

and, therefore, the demand will increase.

Since there is no available data on the Revenue in Online Advertisement targeting University Students, we will try to infer i

through the number of college students. In other words:

127,9billion is expected to be spent in the world’s population of 7,2 billion

The number of University Students was of 178 million in 2010.

~2,5% of the world’s population is a University Student.

Roughly 2,6bn of

SAM = Companies worldwide targeting University Students through digital marketingSAM = Companies worldwide targeting University Students through digital marketingSAM = Companies worldwide targeting University Students through digital marketingSAM = Companies worldwide targeting University Students through digital marketing

SAM potential = 2,5%TAM = $2,6 billion a yearSAM potential = 2,5%TAM = $2,6 billion a yearSAM potential = 2,5%TAM = $2,6 billion a yearSAM potential = 2,5%TAM = $2,6 billion a year

Bottom-up approach:

We concluded that our platform’s SOM in University

our website 5 times a week.

If we consider the Social Networks’ CPM (“An impression is recorded each time a user visits a page that shows the client’s ad

per 1 thousand impressions, we would get roughly $980 per ad, per week (350.000x5x0.56/1000).

Taking into account that “AdSense publishers may place up to three AdSense for content units on one webpage”

three different adverts on the front page. This means that:

1 http://www.quora.com/Business/How-many-companies-there2 http://www.worldometers.info/world-population/

3 http://newsentrepreneurs.blogspot.pt/2011/08/how-much

4http://www.comscore.com/Insights/Press_Releases/2010/6/The_New_York_Times_Ranks_as_Top_Online_Newspaper_According_to_May_2010_U.S._comScore_Media_Metr

ix_Data 5 https://support.google.com/adsense/answer/1346295?hl=en

Appendix 2. TAM SAM SOM Advertisers

Companies worldwide As mentioned before, our platform is supposed to be in a worldwide Internet site, available for any University Student, anywh

extrapolation based on “economic freedom and worldwide business numbers from UN reports”, there are roughly 115

We did not consider only MNE’s. This decision is based on the fact that nowadays it is possible to adapt adve

users are in. For instance, a Portuguese SME’s advert would only appear to an IP located in Portugal. Hence, our first filter

1st filter: Using digital marketing Our Reachable Market can only include companies that use online advertising. If companies’ promotions are only done through traditional

channels like television, billboards and magazines, these will not be able to advertise in our platform.

Taking into account the PwC “Global entertainment and media outlook: 2013-2017”, Internet advertising reached $100.2billion in 2012 and

its expected CAGR until 2017 is of 13%. Hence, by 2014 we can forecast a roughly $127,9billion Revenue.

TAM = Companies Worldwide using Digital MarketingTAM = Companies Worldwide using Digital MarketingTAM = Companies Worldwide using Digital MarketingTAM = Companies Worldwide using Digital Marketing

TAM potential: $105 billionTAM potential: $105 billionTAM potential: $105 billionTAM potential: $105 billion

2nd filter: Targeting University Students Taking into account our platform’s main users, our Value Proposition addresses the particular needs of companies targeting Un

Students. Namely, if we tackle companies whose main segment is University Students, the effectiveness of the adverts is going to be higher

Since there is no available data on the Revenue in Online Advertisement targeting University Students, we will try to infer i

ollege students. In other words:

127,9billion is expected to be spent in the world’s population of 7,2 billion

The number of University Students was of 178 million in 2010.

~2,5% of the world’s population is a University Student.

Roughly 2,6bn of digital advertising is dedicated to University Students


SAM potential = 2,5%TAM = $2,6 billion a yearSAM potential = 2,5%TAM = $2,6 billion a yearSAM potential = 2,5%TAM = $2,6 billion a yearSAM potential = 2,5%TAM = $2,6 billion a year

We concluded that our platform’s SOM in University Students is roughly 350k. In a fairly underestimated scenario, these students would visit

If we consider the Social Networks’ CPM (“An impression is recorded each time a user visits a page that shows the client’s ad

per 1 thousand impressions, we would get roughly $980 per ad, per week (350.000x5x0.56/1000).

Taking into account that “AdSense publishers may place up to three AdSense for content units on one webpage”

the front page. This means that: SOM potential = $12.348 a month after 3 yearsSOM potential = $12.348 a month after 3 yearsSOM potential = $12.348 a month after 3 yearsSOM potential = $12.348 a month after 3 years

there-are-in-the-world

much-to-charge-advertisers-as-much.html

eases/2010/6/The_New_York_Times_Ranks_as_Top_Online_Newspaper_According_to_May_2010_U.S._comScore_Media_Metr

https://support.google.com/adsense/answer/1346295?hl=en

29

TAM SAM SOM Advertisers

As mentioned before, our platform is supposed to be in a worldwide Internet site, available for any University Student, anywhere.

extrapolation based on “economic freedom and worldwide business numbers from UN reports”, there are roughly 115

We did not consider only MNE’s. This decision is based on the fact that nowadays it is possible to adapt advertisement to the country the

users are in. For instance, a Portuguese SME’s advert would only appear to an IP located in Portugal. Hence, our first filter is:

ine advertising. If companies’ promotions are only done through traditional

2017”, Internet advertising reached $100.2billion in 2012 and

Taking into account our platform’s main users, our Value Proposition addresses the particular needs of companies targeting University

effectiveness of the adverts is going to be higher

Since there is no available data on the Revenue in Online Advertisement targeting University Students, we will try to infer it, roughly,

127,9billion is expected to be spent in the world’s population of 7,2 billion2.


Students is roughly 350k. In a fairly underestimated scenario, these students would visit

If we consider the Social Networks’ CPM (“An impression is recorded each time a user visits a page that shows the client’s ad”3) of $0,564

Taking into account that “AdSense publishers may place up to three AdSense for content units on one webpage”5, we will consider just

SOM potential = $12.348 a month after 3 yearsSOM potential = $12.348 a month after 3 yearsSOM potential = $12.348 a month after 3 yearsSOM potential = $12.348 a month after 3 years

eases/2010/6/The_New_York_Times_Ranks_as_Top_Online_Newspaper_According_to_May_2010_U.S._comScore_Media_Metr


Appendix

Appendix 3. Adwords Keywords

30


Appendix 4.Business Model 1.0Business Model 1.0Business Model 1.0Business Model 1.0

Business Model 2.0Business Model 2.0Business Model 2.0Business Model 2.0

Appendix 4. Business Model

31


Appendix

Appendix 5. Validation Board

32


Appendix 6.

StrengthsStrengthsStrengthsStrengths

˃ Time Consuming Factor

Depending on the scope of the teamwork

activity for the students the platform could

consume more time to be understood and

in unnecessary planning. Can be integrated

with cloud services and provides a more

effective discussion tracking than Facebook.

˃ User-friendly/ intuitiveness

Intuitive layout and pleasant workspace. Easy

to use considering it is a project

management tool.

˃ Interactivity

Collaborative workspace and notifications.

˃ Customized for Team Work

Tasks can be allocated and it work can be

planned. At some point it could be too

sophisticated for a university assignment.

˃ All in one platform

Integration with Evernote, Box, Dropbox and

Google Drive

˃ Mobile access

Android, iPhone-iPad, Web

˃ Customer Service and relationship

Has a FAQs section, video tutorial and

provides customer support by e

Appendix 6. Our Competitors

Azendoo

WeaknessesWeaknessesWeaknessesWeaknesses

Depending on the scope of the teamwork

activity for the students the platform could

consume more time to be understood and

in unnecessary planning. Can be integrated

with cloud services and provides a more

effective discussion tracking than Facebook.

Intuitive layout and pleasant workspace. Easy

to use considering it is a project

Collaborative workspace and notifications.

Customized for Team Work

Tasks can be allocated and it work can be

planned. At some point it could be too

sophisticated for a university assignment.

Integration with Evernote, Box, Dropbox and

iPad, Web-based.

Customer Service and relationship::::

section, video tutorial and

provides customer support by e-mail.

˃ Cloud Storage

10 GB Storage.

50 GB: 5$/month

Unlimited: 9$/month

˃ Organizer

Doesn’t allow users to synchronize schedules

and plan meetings

˃ Bibliography Manager

Doesn’t exist

˃ Number of users

Just available in 2 languages.

Small number of users.

˃ Financial Value

Small number of user and a correspondent

low financial value.

˃ Personalization

Low level of customization.

33


Doesn’t allow users to synchronize schedules

Just available in 2 languages.

Small number of user and a correspondent

Low level of customization.



˃ User friendly

Very user-friendly, almost no writing, very

intuitive.

˃ Storage Cloud

2 Go free, additional storage by inviting

people, buying capacity, or upgrade to

Dropbox Pro.

˃ Teamwork customized

It is customized for sharing files between

team members

˃ Dominant design

200 million people and 4 million businesses

use Dropbox.

Used for different purposes: students,

professionals, friends,…

˃ Customer Service

“dropbox tour” to learn how to use it,

Facebook page, Twitter account and blog to

interact with the customers

˃ Financial Power

“Freemium” model: 200 million in revenue in

2013

8 billion valuation

˃ Professional environment

Business version of Dropbox for 795$ / year,

with 1000GB for 5 users, admin controls for

secure sharing. (8)

˃ Multi platforms

Website, iPad & iPhone apps, application on

your computer desktop, direct access from

Facebook to import files.

Dropbox


friendly, almost no writing, very

2 Go free, additional storage by inviting

people, buying capacity, or upgrade to

It is customized for sharing files between

200 million people and 4 million businesses

Used for different purposes: students,

“dropbox tour” to learn how to use it,

Facebook page, Twitter account and blog to

“Freemium” model: 200 million in revenue in

Business version of Dropbox for 795$ / year,

with 1000GB for 5 users, admin controls for

one apps, application on

your computer desktop, direct access from

˃ Interactivity

There is no chatting feature, the only way

to interact with people is to invite them to

share a folder.

˃ All-in-one Tool

The only feature of Dropbox is to share

files, there is no additional features.

34

There is no chatting feature, the only way

to interact with people is to invite them to

Dropbox is to share

files, there is no additional features.



˃ Dominant design

Almost every university students has

subscribed Facebook and they may search

for other students easily. There and has a

strong brand

˃ Brand

They already have a strong brand with a

wide worldwide notoriety.

˃ Customer Service

It is already established

˃ Financial Power

Very strong financial power with $1.5

billion profit for 2013. This allows them to

constantly innovate and retain the most

talented developers

Facebook


Almost every university students has

subscribed Facebook and they may search

for other students easily. There and has a

They already have a strong brand with a

wide worldwide notoriety.

Very strong financial power with $1.5

billion profit for 2013. This allows them to

constantly innovate and retain the most

˃ User-friendly

Concerning teamwork it is not very

Intuitive and time effective. It is not

customized for teamwork.

˃ Interactivity

is poor

˃ Discussion Tracking

The chat is not intuitive and it is very

difficult to track all the comments.

times students have plenty discussions at

the same time and the posts keep moving

up and down despite of its importance

and subject.

˃ All-in-one

Does not provide all the tools necessary to

do the teamwork

˃ No Bibliography manager nor organizer

˃ Storage Cloud

Although it allows uploading files, they are

constraint to 25 Mb and it does not

provide the possibility to change them at

the same time (like in Google Drive). In

fact, it only includes “post”, “upload

photo/video”, “question” and “upload a

file” – many important tasks are absent

obligating students to use several

platforms.

˃ Personalization

There is no possibility of customizing the

design and layout of the platform.

˃ Unprofessional environment

It incorporates both leisure and work

related issues. This opens space for

constant distraction from notifications

35


Concerning teamwork it is not very

Intuitive and time effective. It is not

customized for teamwork.

The chat is not intuitive and it is very

difficult to track all the comments. Many

times students have plenty discussions at

the same time and the posts keep moving

up and down despite of its importance

Does not provide all the tools necessary to

No Bibliography manager nor organizer

Although it allows uploading files, they are

constraint to 25 Mb and it does not

provide the possibility to change them at

the same time (like in Google Drive). In

fact, it only includes “post”, “upload

photo/video”, “question” and “upload a

many important tasks are absent

obligating students to use several

There is no possibility of customizing the

design and layout of the platform.

Unprofessional environment

It incorporates both leisure and work

issues. This opens space for

constant distraction from notifications



˃ User-friendly

Not easy to find when using Gmail: the apps

is not that visible but, collaborative

documents are very user-friendly: they allow

you to see who and what the co

doing on the doc (1user = 1color)


Collaborative synchronized documents

which allow users to gain time given

everyone is able to participate at the same

moment, this facilitates teamwork.

˃ Financial Value

Google Drive benefits from the huge

financial power of Google Inc.: value = 328,

25 MDs; shares are traded over 1170$

(14/03/2014)


Online back-up service only

˃ All-in-one platform

Google powerful search tools, documents

(Excel, Powerpoint, Word), spreadsheets,

Picmonkey.

˃ Number of users

Google Docs launched in 2006 and Drive

opened to the public in April 2012 and

counts more than 120 million active users.

Google Drive reached to at

platform in only 2 years thanks to Gmail.

Gmail users no longer need to download

attachment: they share. Google Drive is

linked with other Google features. (Gmail,

Google+, Googleplayer)

˃ Mobile access

Android app are available for for

Google Play: allows to view, create and edit

docs and Ios apps

˃ Cloud Storage

Allows 15GB for the free version. It cut down

its prices for additional storage to entice

more users: 100 GB of cloud data from 4,

99$ to 1,99$ p/month and 1TB

now 9,99$ instead of 49,99$ monthly, which

is cheaper than Dropbox

Google Drive


Not easy to find when using Gmail: the apps

is not that visible but, collaborative

friendly: they allow

see who and what the co-users are

doing on the doc (1user = 1color)

Collaborative synchronized documents

which allow users to gain time given

everyone is able to participate at the same

moment, this facilitates teamwork.

Google Drive benefits from the huge

financial power of Google Inc.: value = 328,

25 MDs; shares are traded over 1170$

Customer Service and relationship

up service only

Google powerful search tools, documents

(Excel, Powerpoint, Word), spreadsheets,

Google Docs launched in 2006 and Drive

opened to the public in April 2012 and

counts more than 120 million active users.

Google Drive reached to attract many users

platform in only 2 years thanks to Gmail.

Gmail users no longer need to download

attachment: they share. Google Drive is

linked with other Google features. (Gmail,

Android app are available for for free on

Google Play: allows to view, create and edit

Allows 15GB for the free version. It cut down

its prices for additional storage to entice

more users: 100 GB of cloud data from 4,

99$ to 1,99$ p/month and 1TB storage is

now 9,99$ instead of 49,99$ monthly, which


As Dropbox, Google Drive offers a cloud

storage service, a place for keeping all your

files. However, it is not designed especially

for teamwork: the “Mydrive”

desktop folder and not a desktop group

project.

˃ Interactivity

There is a chat tool to talk with the co

workers but not designed to track updates

and discussions.

˃ No Bibliography Manager

˃ Organizer

The Google Agenda tool is useful but

doesn’t allow users to synchronize

schedules and plan meetings.

36



As Dropbox, Google Drive offers a cloud

storage service, a place for keeping all your

files. However, it is not designed especially

for teamwork: the “Mydrive” layout is a

desktop folder and not a desktop group

There is a chat tool to talk with the co-

workers but not designed to track updates

No Bibliography Manager

The Google Agenda tool is useful but

allow users to synchronize




˃ User-friendly

Evernote is very user-friendly and intuitive

tool, particularly easy to use.

˃ Storage Cloud

It has 60 free Mo per month, and a

maximum of 1Go of notes per month with

the premium version.

˃ Customized for teamwork

It is mainly designed for team work by

creating and sharing notes. There is no other

social distraction.

˃ Dominant design

There are 23 million users, ev

them upgrade to the premium version.

˃ Customer service

There is a possibility to send your rating and

comments, and also ask for a support

assistance, with a guided tour if you need

help.

˃ Financial power

It has 1 billion of valuation. It

months to make 1 billion of revenue after its

launch. Almost half of its revenues come from

Premium the premium.

˃ Personalization

Possibility to custom the theme col

order of your sections.

Evernote


friendly and intuitive

tool, particularly easy to use.

per month, and a

maximum of 1Go of notes per month with

It is mainly designed for team work by

creating and sharing notes. There is no other

There are 23 million users, even if only 5% of

them upgrade to the premium version.

There is a possibility to send your rating and

comments, and also ask for a support

assistance, with a guided tour if you need

It has 1 billion of valuation. It took them 16

months to make 1 billion of revenue after its

launch. Almost half of its revenues come from

Possibility to custom the theme color, the

˃ Professional environment

It is a professional environment, and even

more with the premium version: Diaporama

mode, better sharing with colleagues, and

numeration of business cards.

˃ Interactivity

There is no chatting feature, but you can

share your notes with other people in order

work on projects.

˃ All-in-one

Only designed to make notes and share them,

not many other additional features.

37

It is a professional environment, and even

more with the premium version: Diaporama

mode, better sharing with colleagues, and

of business cards.

There is no chatting feature, but you can

share your notes with other people in order to

Only designed to make notes and share them,

not many other additional features.


-


˃ Financial Value

Moodle is free of financial obligations,

revenue streams come from donations to pay

the developers and from the development

fund that partners are financing as they

benefit from Moodle services


Developer and contributor commun

provide online support. There is a strong

customer relationship through surveys and

forums, and the contributors are users and

participate to make evolve the system

(roadmap).

˃ Number of users

It is a Global Platform (214 countries, 75

languages) with a user base of 83,008

registered and verified sites, serving

70,696,570 users in 7.5+ million courses with

1.2+ million teachers (June 2013). Free source

license: Co-creation process given any

developer is allowed to create new features

and modules.

˃ Mobile access

Iphone and Android apps are available

Moodle


is free of financial obligations,

revenue streams come from donations to pay

the developers and from the development

fund that partners are financing as they

benefit from Moodle services

Customer Service and relationship

Developer and contributor communities

provide online support. There is a strong

customer relationship through surveys and

forums, and the contributors are users and

participate to make evolve the system

It is a Global Platform (214 countries, 75

with a user base of 83,008

registered and verified sites, serving

70,696,570 users in 7.5+ million courses with

1.2+ million teachers (June 2013). Free source

creation process given any

developer is allowed to create new features

Iphone and Android apps are available

˃ User friendly

It is a not intuitive tool with basic categories,

simple design and layout.


It is time-consuming, and the users are

losing time by switching from Moodle

platform to teamwork customized platform,

getting contacts etc. The students don’t use

Moodle webmail address but look for people

on Facebook.


It is not customized for teamworks at all:

there is no interaction between students, no

cloud allocated to students, only the teachers

can post docs (pdf, ppt).

˃ Interactivity

There is only a webmail address available

and forums: no messenger on the platform

which means no interaction and no

collaborative work on the platform.

˃ All-in-one platform

Community website designed to share ideas,

course contents, information, free support

from teachers to students but not from

students to teachers nor between students

˃ No Bibliography Manager

˃ Organizer

It doesn’t allow users to synchronize


˃ No Cloud Storage

There is no cloud for students to share

folders which makes it difficult to build

teamwork

38


It is a not intuitive tool with basic categories,

simple design and layout.

consuming, and the users are

losing time by switching from Moodle

teamwork customized platform,

getting contacts etc. The students don’t use

Moodle webmail address but look for people


It is not customized for teamworks at all:

there is no interaction between students, no

cated to students, only the teachers

There is only a webmail address available

and forums: no messenger on the platform

which means no interaction and no

collaborative work on the platform.

Community website designed to share ideas,

course contents, information, free support

from teachers to students but not from

students to teachers nor between students

No Bibliography Manager

It doesn’t allow users to synchronize

lan meetings.

There is no cloud for students to share

folders which makes it difficult to build


SWOT

Grading

FacebookFacebookFacebookFacebook

User-friendly 3

Storage capacity 3

Interactivity 4

Customized for

teamwork 2

All-in-one tool 2

Project Planning 1

Bibliography tool 1

Number of users 10

Calendar 1

Customer service 7

Financial power 10

Personnalization 5

Discussion tracking 2

Professional

environment 1

Average 3,71

Google Google Google Google

DriveDriveDriveDrive MoodleMoodleMoodleMoodle DropboxDropboxDropboxDropbox EvernoteEvernoteEvernoteEvernote

7 3 9 9

10 1 7 6

4 2 2 4

7 1 8 8

7 2 1 2

3 1 1 1

1 1 1 1

9 7 9 5

3 1 1 1

5 8 7 5

10 6 9 6

1 1 1 7

1 1 1 1

1 1 8 6

4,93 2,5 4,71 4,43

39

AzendooAzendooAzendooAzendoo Average

8 6,5

3 5

7 3,3,3,3,83838383

6 5,33

6 3,3,3,3,33333333

1 1,331,331,331,33

1 1111

2 7,17

1 1,331,331,331,33

7 6,5

4 7,5

2 2,832,832,832,83

1 1,171,171,171,17

1 5

3,57 4,13


Appendix

Starting cash

Receipts

Collections

Subsidies

Financing

Total receipts

Disbursements

Trade Mark

Patent

Computer (with

Microsoft Office PRO

Licence)

Website

Upgrade Outsourcing

(workforce)

Maintenance

Servers

Website hosting

Financial Outsourcing

Wages

Social Security

Adwords

Facebok Ads

Prize for competition

Social Media

Video

Fairs

Interest Expenses

Tax Expenses

Total Disbursements

Net Increase in Cash

Cumulative Cash

Operating Cash Flow

CAPX

Free Cash Flow

Subsidies

Owners cash flow

Net Cash Flow

Appendix 7. Free Cash Flow Statements

Year 1 Year 2 Year 3

0 € 3,102 € 40,302 €

30,443 115,478 241,688

8,300 0 0

65,000 0 0

103,743 € 115,478 € 241,688 €

Disbursements

900 0 0

6,500 0 0

Computer (with

Microsoft Office PRO

1,439 0 0

36,470 0 0

Upgrade Outsourcing

5,832 3,888 5,832

Maintenance 540 780 1,140

240 1,320 3,600

Website hosting 527 1,097 1,636

Financial Outsourcing 1,017 2,400 3,360

18,000 39,500 64,800

Social Security 0 7,838 12,231

19,056 11,835 18,702

4,000 4,000 4,000

Prize for competition 1,000 1,000 1,000

Social Media 2,572 2,572 2,572

1,500 1,000 1,000

1,048 1,048 1,048

Interest Expenses 0 0 0

Tax Expenses 0 0 25102

Total Disbursements 100,641 € 78,278 € 146,023 €

Net Increase in Cash 3,102 € 37,200 € 95,664 €

Cumulative Cash 3,102 € 40,302 € 135,966 €

Operating Cash Flow -20,497 € 41,088 € 126,598 €

49,702 € 3,888 € 5,832 €

Free Cash Flow -70,199 € 37,200 € 120,766 €

8,300 € 0 € 0 €

Owners cash flow 65,000 € 0 € 0 €

Net Cash Flow 3,102 € 37,200 € 120,766 €

40


Columna1 Aug-14 Sept-14 Oct-14

Starting cash 0 € 19,255 € 17,347 €

Receipts

Collections 0 € 616 € 634 €

Subsidies 692 € 692 € 692 €

Financing 65,000 €

Total receipts 65,692 € 1,308 € 1,326 €

Disbursements

Trade Mark 900 € 0 € 0 €

Patent 6,500 € 0 € 0 €

Computer (with Microsoft Office

PRO Licence)1,439 € 0 € 0 €

Website 36,470 € 0 € 0 €

Upgrade Outsourcing

(workforce)0 € 972 € 0 €

Maintenance 45 € 45 € 45 €

Servers 20 € 20 € 20 €

Website hosting 11 € 20 € 20 €

Financial Outsourcing 85 € 85 € 85 €

Wages 0 € 0 € 0 €

Social Security 0 € 0 € 0 €

Adwords 0 € 0 € 0 €

Facebok Ads 280 € 600 € 280 €

Prize for competition 0 € 500 € 0 €

Social Media 187 € 450 € 165 €

Video 500 € 0 € 0 €

Fairs 0 € 524 € 0 €

Interest Expenses 0 € 0 € 0 €

Tax Expenses 0 € 0 € 0 €

Total Disbursements 46,437 € 3,216 € 615 €

Net Increase in Cash 19,255 € -1,908 € 711 €

Cumulative Cash 19,255 € 17,347 € 18,058 €

Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15

18,058 € 18,417 € 18,700 € 19,101 € 13,627 €

1,263 € 1,903 € 2,560 € 3,248 € 3,374 €

692 € 692 € 692 € 692 € 692 €

1,955 € 2,595 € 3,252 € 3,940 € 4,065 €

0 € 0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 € 0 €

972 € 972 € 972 € 972 € 0 €

45 € 45 € 45 € 45 € 45 €

20 € 20 € 20 € 20 € 20 €

29 € 38 € 47 € 56 € 56 €

85 € 85 € 85 € 85 € 85 €

0 € 0 € 0 € 3,000 € 3,000 €

0 € 0 € 0 € 0 € 0 €

0 € 708 € 1,237 € 2,162 € 1,811 €

280 € 280 € 280 € 600 € 280 €

0 € 0 € 0 € 500 € 0 €

165 € 165 € 165 € 450 € 165 €

0 € 0 € 0 € 1,000 € 0 €

0 € 0 € 0 € 524 € 0 €

0 € 0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 € 0 €

1,596 € 2,312 € 2,851 € 9,414 € 5,462 €

359 € 282 € 401 € -5,474 € -1,397 €

18,417 € 18,700 € 19,101 € 13,627 € 12,230 €

41

Apr-15 May-15 Jun-15 Jul-15

12,230 € 10,289 € 7,244 € 5,075 €

3,479 € 4,238 € 4,432 € 4,696 €

692 € 692 € 692 € 692 €

4,171 € 4,929 € 5,124 € 5,388 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

0 € 972 € 0 € 0 €

45 € 45 € 45 € 45 €

20 € 20 € 20 € 20 €

56 € 65 € 65 € 65 €

85 € 85 € 85 € 85 €

3,000 € 3,000 € 3,000 € 3,000 €

0 € 0 € 0 € 0 €

2,461 € 3,343 € 3,633 € 3,701 €

280 € 280 € 280 € 280 €

0 € 0 € 0 € 0 €

165 € 165 € 165 € 165 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

6,111 € 7,974 € 7,293 € 7,361 €

-1,941 € -3,045 € -2,169 € -1,974 €

10,289 € 7,244 € 5,075 € 3,102 €


aug 15 sep-15 oct-15

Starting cash 3,102 € 2,665 € 2,957 €

Receipts

Collections 5,801 € 7,047 € 7,599 €

Financing 0 € 0 € 0 €

Total receipts 5,801 € 7,047 € 7,599 €

Disbursements

Upgrade Outsourcing

(workforce)972 € 0 € 0 €


Servers 110 € 110 € 110 €


Financial OS 200 € 200 € 200 €

Wages 3,000 € 3,000 € 3,000 €


Adwords 1,345 € 1,228 € 538 €

Facebok Ads 280 € 600 € 280 €


Social Media 187 € 450 € 165 €

Video 0 € 0 € 0 €

Fairs 0 € 524 € 0 €

Tax Expenses 0 € 0 € 0 €


Net Increase in Cash -436 € 292 € 3,163 €

Cumulative Cash 2,665 € 2,957 € 6,120 €

nov-15 dec-15 ene-16 fev-16 mar-16 abr-16

6,120 € 9,575 € 14,864 € 12,950 € 14,145 €

8,924 € 9,842 € 11,040 € 9,488 € 9,866 €

0 € 0 € 0 € 0 € 0 €

8,924 € 9,842 € 11,040 € 9,488 € 9,866 €

972 € 0 € 0 € 972 € 0 €

65 € 65 € 65 € 65 € 65 €

110 € 110 € 110 € 110 € 110 €

87 € 87 € 87 € 96 € 96 €

200 € 200 € 200 € 200 € 200 €

3,000 € 3,000 € 3,500 € 3,500 € 3,500 €

0 € 0 € 7,838 € 0 € 0 €

590 € 647 € 708 € 776 € 1,702 €

280 € 280 € 280 € 600 € 280 €

0 € 0 € 0 € 0 € 0 €

165 € 165 € 165 € 450 € 165 €

0 € 0 € 0 € 1,000 € 0 €

0 € 0 € 0 € 524 € 0 €

0 € 0 € 0 € 0 € 0 €

5,469 € 4,553 € 12,953 € 8,293 € 6,118 €

3,455 € 5,288 € -1,913 € 1,195 € 3,748 €

9,575 € 14,864 € 12,950 € 14,145 € 17,893 €

42

abr-16 may-16 jun-16 jul-16

17,893 € 22,325 € 27,257 € 33,560 €

10,280 € 11,350 € 11,848 € 12,393 €

0 € 0 € 0 € 0 €

10,280 € 11,350 € 11,848 € 12,393 €

0 € 972 € 0 € 0 €

65 € 65 € 65 € 65 €

110 € 110 € 110 € 110 €

96 € 105 € 105 € 105 €

200 € 200 € 200 € 200 €

3,500 € 3,500 € 3,500 € 3,500 €

0 € 0 € 0 € 0 €

932 € 1,022 € 1,120 € 1,227 €

280 € 280 € 280 € 280 €

500 € 0 € 0 € 0 €

165 € 165 € 165 € 165 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

5,848 € 6,419 € 5,545 € 5,652 €

4,432 € 4,932 € 6,303 € 6,741 €

22,325 € 27,257 € 33,560 € 40,302 €


Colonne1 Aug-16 Sept-16 Oct-16

Starting cash 40,302 € 45,162 € 50,785 €

Receipts

Collections 13,514 € 15,165 € 16,768 €

Financing 0 € 0 € 0 €

Total receipts 13,514 € 15,165 € 16,768 €

Disbursements

Upgrade Outsourcing

(workforce)972 € 0 € 972 €


Servers 300 € 300 € 300 €


Financial OS 280 € 280 € 280 €

Wages 5,400 € 5,400 € 5,400 €


Adwords 1,026 € 1,101 € 1,182 €

Facebok Ads 280 € 600 € 280 €


Social Media 187 € 450 € 165 €

Video 0 € 0 € 0 €

Fairs 0 € 524 € 0 €

Tax Expenses 0 € 178 € 1,562 €


Net Increase in Cash 4,860 € 5,623 € 6,410 €

Cumulative Cash 45,162 € 50,785 € 57,195 €

Nov-16 Dec-16 Jan-16 Feb-16 Mar-16

50,785 € 57,195 € 65,395 € 74,084 € 72,747 € 79,542 €

16,768 € 17,947 € 19,987 € 21,730 € 19,796 € 20,644 €

0 € 0 € 0 € 0 € 0 € 0 €

16,768 € 17,947 € 19,987 € 21,730 € 19,796 € 20,644 €

972 € 0 € 972 € 0 € 972 € 0 €

95 € 95 € 95 € 95 € 95 € 95 €

300 € 300 € 300 € 300 € 300 € 300 €

123 € 123 € 132 € 132 € 141 € 141 €

280 € 280 € 280 € 280 € 280 € 280 €

5,400 € 5,400 € 5,400 € 5,400 € 5,400 € 5,400 €

0 € 0 € 0 € 12,231 € 0 € 0 €

1,182 € 1,268 € 1,361 € 1,461 € 1,568 € 1,682 €

280 € 280 € 280 € 280 € 600 € 280 €

0 € 0 € 0 € 0 € 0 € 0 €

165 € 165 € 165 € 165 € 450 € 165 €

0 € 0 € 0 € 0 € 1,000 € 0 €

0 € 0 € 0 € 0 € 524 € 0 €

1,562 € 1,835 € 2,313 € 2,724 € 1,672 € 2,388 €

10,359 € 9,746 € 11,298 € 23,067 € 13,002 € 10,731 €

6,410 € 8,201 € 8,689 € -1,337 € 6,795 € 9,914 €

57,195 € 65,395 € 74,084 € 72,747 € 79,542 € 89,455 €

43

Apr-16 May-16 Jun-16 Jul-16

89,455 € 99,076 € 110,683 € 122,468 €

22,174 € 23,157 € 24,832 € 25,973 €

0 € 0 € 0 € 0 €

22,174 € 23,157 € 24,832 € 25,973 €

972 € 0 € 972 € 0 €

95 € 95 € 95 € 95 €

300 € 300 € 300 € 300 €

150 € 150 € 159 € 159 €

280 € 280 € 280 € 280 €

5,400 € 5,400 € 5,400 € 5,400 €

0 € 0 € 0 € 0 €

1,805 € 1,937 € 2,079 € 2,231 €

280 € 280 € 280 € 280 €

500 € 0 € 0 € 0 €

165 € 165 € 165 € 165 €

0 € 0 € 0 € 0 €

0 € 0 € 0 € 0 €

2,605 € 2,943 € 3,318 € 3,565 €

12,553 € 11,550 € 13,047 € 12,475 €

9,621 € 11,607 € 11,785 € 13,498 €

99,076 € 110,683 € 122,468 € 135,966 €


Appendix

Revenue

Premium version

Universities fees

Advertising

(Value Added Tax)

Net Sales

CoGS

Maintenance

Servers

Website hosting

Depreciation

Total CoGS

Gross Profit

Operating Expenses

Financial Outsourcing

Wages

Social Security

Adwords

Facebok Ads

Prize for competition

Social Media

Video

Fairs

Depreciation

Total Operating Expenses

EBIT

Non-operating

IAPMEI Subsidies

Interest expense

Taxable Income

Tax Expense

Net Income

Appendix 8. Income Statements

Year 1 Year 2 Year 3

Premium version 0 28,044 80,779

Universities fees 35,200 81,600 129,600

4,336 40,327 103,501

(Value Added Tax) -9,093 -34,493 -72,192

30,443 € 115,478 € 241,688 €

540 780 1,140

240 1,320 3,600

Website hosting 527 1,097 1,636

13,976 15,542 17,162

15,284 € 18,739 € 23,538 €

15,159 € 96,739 € 218,149 €

Operating Expenses

Financial Outsourcing 1,017 2,400 3,360

18,000 39,500 64,800

Social Security 4,275 9,381 15,390

19,056 11,835 18,702

4,000 4,000 4,000

Prize for competition 1,000 1,000 1,000

2,572 2,572 2,572

1,500 1,000 1,000

1,048 1,048 1,048

288 288 288

Total Operating Expenses 52,756 € 73,024 € 112,160 €

0 € 0 €

-37,597 € 23,714 € 105,989 €

0 € 0 € 0 €

IAPMEI Subsidies 8,300 € 0 € 0 €

Interest expense 0 € 0 € 0 €

Taxable Income -29,297 € 23,714 € 105,989 €

0 € 0 € 25,102 €

-29,297 € 23,714 € 80,888 €

44

80,779

129,600

103,501

-72,192

241,688 €

1,140

3,600

1,636

17,162

23,538 €

218,149 €

3,360

64,800

15,390

18,702

4,000

1,000

2,572

1,000

1,048

288

112,160 €

0 €

105,989 €

0 €

0 €

0 €

105,989 €

25,102 €

80,888 €


Aug-14 Sept-14 Oct-14 Nov-14

Revenue

Premium version 0 € 0 € 0 € 0 €

Universities fees 0 € 800 € 800 € 1,600 €

Advertising 0 € 0 € 23 € 41 €

(Value Added Tax) 0 € -184 € -189 € -377 €

Net Sales 0 € 616 € 634 € 1,263 €

CoGS

Maintenance 45 € 45 € 45 € 45 €

Servers 20 € 20 € 20 € 20 €

Website hosting 11 € 20 € 20 € 29 €

Depreciation 1,066 € 1,093 € 1,093 € 1,120 €

Total CoGS 1,142 € 1,178 € 1,178 € 1,214 €

Gross Profit -1,142 € -562 € -544 € 50 €

Operating Expenses

Financial Outsourcing 85 € 85 € 85 € 85 €

Wages 0 € 0 € 0 € 0 €

Social Security 0 € 0 € 0 € 0 €

Adwords 0 € 0 € 0 € 0 €

Facebok Ads 280 € 600 € 280 € 280 €

Prize for competition 0 € 500 € 0 € 0 €

Social Media 187 € 450 € 165 € 165 €

Video 500 € 0 € 0 € 0 €

Fairs 0 € 524 € 0 € 0 €

Depreciation 24 € 24 € 24 € 24 €

Total Operating Expenses 1,076 € 2,183 € 554 € 554 €

EBIT -2,217 € -2,744 € -1,097 € -504 €

Non-operating

IAPMEI Subsidies 692 € 692 € 692 € 692 €

Interest expense 0 € 0 € 0 € 0 €

Taxable Income -1,526 € -2,053 € -406 € 188 €

Tax Expense 0 € 0 € 0 € 0 €

Net Income -1,526 € -2,053 € -406 € 188 €

Nov-14 Dez-14 Jan-15 Fev-15 Mar-15 Apr-15 May-15 Jun-15

0 € 0 € 0 € 0 € 0 € 0 € 0 € 0 €

1,600 € 2,400 € 3,200 € 4,000 € 4,000 € 4,000 € 4,800 € 4,800 €

41 € 71 € 125 € 218 € 381 € 518 € 704 € 956 €

-377 € -568 € -765 € -970 € -1,008 € -1,039 € -1,266 € -1,324 €

1,263 € 1,903 € 2,560 € 3,248 € 3,374 € 3,479 € 4,238 € 4,432 €

45 € 45 € 45 € 45 € 45 € 45 € 45 € 45 €

20 € 20 € 20 € 20 € 20 € 20 € 20 € 20 €

29 € 38 € 47 € 56 € 56 € 56 € 65 € 65 €

1,120 € 1,147 € 1,174 € 1,201 € 1,201 € 1,201 € 1,228 € 1,228 €

1,214 € 1,250 € 1,286 € 1,322 € 1,322 € 1,322 € 1,358 € 1,358 €

50 € 653 € 1,274 € 1,926 € 2,052 € 2,157 € 2,880 € 3,074 €

85 € 85 € 85 € 85 € 85 € 85 € 85 € 85 €

0 € 0 € 0 € 3,000 € 3,000 € 3,000 € 3,000 € 3,000 €

0 € 0 € 0 € 713 € 713 € 713 € 713 € 713 €

0 € 708 € 1,237 € 2,162 € 1,811 € 2,461 € 3,343 € 3,633 €

280 € 280 € 280 € 600 € 280 € 280 € 280 € 280 €

0 € 0 € 0 € 500 € 0 € 0 € 0 € 0 €

165 € 165 € 165 € 450 € 165 € 165 € 165 € 165 €

0 € 0 € 0 € 1,000 € 0 € 0 € 0 € 0 €

0 € 0 € 0 € 524 € 0 € 0 € 0 € 0 €

24 € 24 € 24 € 24 € 24 € 24 € 24 € 24 €

554 € 1,261 € 1,791 € 9,057 € 6,078 € 6,727 € 7,609 € 7,899 €

-504 € -608 € -516 € -7,131 € -4,026 € -4,570 € -4,729 € -4,825 €

692 € 692 € 692 € 692 € 692 € 692 € 692 € 692 €

0 € 0 € 0 € 0 € 0 € 0 € 0 € 0 €

188 € 84 € 175 € -6,439 € -3,334 € -3,878 € -4,037 € -4,133 €

0 € 0 € 0 € 0 € 0 € 0 € 0 € 0 €

188 € 84 € 175 € -6,439 € -3,334 € -3,878 € -4,037 € -4,133 €

45

Jul-15

0 € 0 €

4,800 € 4,800 € 35,200 €

1,299 € 4,336 €

-1,324 € -1,403 € -9,093 €

4,432 € 4,696 € 30,443 €

45 € 540 €

20 € 240 €

65 € 527 €

1,228 € 1,228 € 13,976 €

1,358 € 1,358 € 15,284 €

3,074 € 3,338 € 15,159 €

85 € 1,017 €

3,000 € 3,000 € 18,000 €

713 € 4,275 €

3,633 € 3,701 € 19,056 €

280 € 4,000 €

0 € 1,000 €

165 € 2,572 €

0 € 1,500 €

0 € 1,048 €

24 € 288 €

7,899 € 7,968 € 52,756 €

-4,825 € -4,629 € -37,597 €

692 € 8,300 €

0 € 0 €

-4,133 € -3,938 € -29,297 €

0 € 0 €

-4,133 € -3,938 € -29,297 €

TOTAL YEAR 1



Revenue

Premium version 0 € 1,433 € 1,947 € 2,645 €

Universities fees 5,600 € 5,600 € 5,600 € 6,400 €

Advertising 1,933 € 2,118 € 2,322 € 2,544 €

(Value Added Tax) -1,733 € -2,105 € -2,270 € -2,666 €

Net Sales 5,801 € 7,047 € 7,599 € 8,924 €

CoGS


Servers 110 € 110 € 110 € 110 €


Depreciation 1,255 € 1,255 € 1,255 € 1,282 €

Total CoGS 1,508 € 1,508 € 1,508 € 1,544 €

Gross Profit 4,293 € 5,539 € 6,091 € 7,380 €

Operating Expenses

Financial OS 200 € 200 € 200 € 200 €

Wages 3,000 € 3,000 € 3,000 € 3,000 €

Social Security 713 € 713 € 713 € 713 €

Adwords 1,345 € 1,228 € 538 € 590 €

Facebok Ads 280 € 600 € 280 € 280 €


Social Media 187 € 450 € 165 € 165 €

Video 0 € 0 € 0 €

Fairs 0 € 524 € 0 €

Depreciation 24 € 24 € 24 €

Total Operating Expenses 5,748 € 7,239 € 4,920 € 4,971 €

EBIT -1,455 € -1,699 € 1,172 € 2,409 €

Non-operating

Interest expense 0 € 0 € 0 €

Taxable Income -1,455 € -1,699 € 1,172 € 2,409 €

Tax Expense 0 € 0 € 0 €

Net Income -1,455 € -1,699 € 1,172 € 2,409 €

Nov-15 Dez-15 Jan-16 Fev-16 Mar-16 Apr-16 May-16

2,645 € 3,594 € 4,882 € 1,774 € 1,944 € 2,130 € 2,334 €

6,400 € 6,400 € 6,400 € 7,200 € 7,200 € 7,200 € 8,000 €

2,544 € 2,788 € 3,055 € 3,348 € 3,669 € 4,021 € 4,407 €

-2,666 € -2,940 € -3,298 € -2,834 € -2,947 € -3,071 € -3,390 €

8,924 € 9,842 € 11,040 € 9,488 € 9,866 € 10,280 € 11,350 €

65 € 65 € 65 € 65 € 65 € 65 € 65 €

110 € 110 € 110 € 110 € 110 € 110 € 110 €

87 € 87 € 87 € 96 € 96 € 96 € 105 €

1,282 € 1,282 € 1,282 € 1,309 € 1,309 € 1,309 € 1,336 €

1,544 € 1,544 € 1,544 € 1,580 € 1,580 € 1,580 € 1,616 €

7,380 € 8,298 € 9,496 € 7,908 € 8,286 € 8,701 € 9,735 €

200 € 200 € 200 € 200 € 200 € 200 € 200 €

3,000 € 3,000 € 3,500 € 3,500 € 3,500 € 3,500 € 3,500 €

713 € 713 € 831 € 831 € 831 € 831 € 831 €

590 € 647 € 708 € 776 € 1,702 € 932 € 1,022 €

280 € 280 € 280 € 600 € 280 € 280 € 280 €

0 € 0 € 0 € 0 € 0 € 500 € 0 €

165 € 165 € 165 € 450 € 165 € 165 € 165 €

0 € 0 € 0 € 1,000 € 0 € 0 € 0 €

0 € 0 € 0 € 524 € 0 € 0 € 0 €

24 € 24 € 24 € 24 € 24 € 24 € 24 €

4,971 € 5,028 € 5,709 € 7,906 € 6,702 € 6,433 € 6,022 €

2,409 € 3,270 € 3,787 € 3 € 1,584 € 2,268 € 3,713 €

0 € 0 € 0 € 0 € 0 € 0 € 0 €

2,409 € 3,270 € 3,787 € 3 € 1,584 € 2,268 € 3,713 €

0 € 0 € 0 € 0 € 0 € 0 € 0 €

2,409 € 3,270 € 3,787 € 3 € 1,584 € 2,268 € 3,713 €

46

Jun-16 Jul-16

2,558 € 2,803 € 28,044 €

8,000 € 8,000 € 81,600 €

4,829 € 5,292 € 40,327 €

-3,539 € -3,702 € -34,493 €

11,848 € 12,393 € 115,478 €

65 € 65 € 780 €

110 € 110 € 1,320 €

105 € 105 € 1,097 €

1,336 € 1,336 € 15,542 €

1,616 € 1,616 € 18,739 €

10,232 € 10,778 € 96,739 €

200 € 200 € 2,400 €

3,500 € 3,500 € 39,500 €

831 € 831 € 9,381 €

1,120 € 1,227 € 11,835 €

280 € 280 € 4,000 €

0 € 0 € 1,000 €

165 € 165 € 2,572 €

0 € 0 € 1,000 €

0 € 0 € 1,048 €

24 € 24 € 288 €

6,120 € 6,227 € 73,024 €

4,112 € 4,550 € 23,714 €

0 € 0 €

4,112 € 4,550 € 23,714 €

0 € 0 €

4,112 € 4,550 € 23,714 €

TOTAL YEAR 2



Revenue

Premium version 3,072 € 4,800 € 5,637 € 6,688 €

Universities fees 8,800 € 8,800 € 9,600 € 9,600 €

Advertising 5,679 € 6,095 € 6,541 € 7,019 €

(Value Added Tax) -4,037 € -4,530 € -5,009 € -5,361 €

Net Sales 13,514 € 15,165 € 16,768 € 17,947 €

CoGS


Servers 300 € 300 € 300 €


Depreciation 1,363 € 1,363 € 1,390 € 1,390 €

Total CoGS 1,872 € 1,872 € 1,908 € 1,908 €

Gross Profit 11,643 € 13,293 € 14,861 € 16,039 €

Operating Expenses

Financial OS 280 € 280 € 280 €

Wages 5,400 € 5,400 € 5,400 € 5,400 €

Social Security 1,283 € 1,283 € 1,283 € 1,283 €

Adwords 1,026 € 1,101 € 1,182 € 1,268 €

Facebok Ads 280 € 600 € 280 €


Social Media 187 € 450 € 165 €

Video 0 € 0 € 0 €

Fairs 0 € 524 € 0 €

Depreciation 24 € 24 € 24 €

Total Operating Expenses 8,480 € 10,162 € 8,613 € 8,700 €

Nov-16 Dez-16 Jan-17 Fev-17 Mar-17 Apr-17 May-17

6,688 € 8,024 € 9,737 € 5,834 € 6,301 € 6,806 € 7,353 €

9,600 € 10,400 € 10,400 € 11,200 € 11,200 € 12,000 € 12,000 €

7,019 € 7,533 € 8,084 € 8,675 € 9,310 € 9,991 € 10,722 €

-5,361 € -5,970 € -6,491 € -5,913 € -6,167 € -6,623 € -6,917 €

17,947 € 19,987 € 21,730 € 19,796 € 20,644 € 22,174 € 23,157 €

95 € 95 € 95 € 95 € 95 € 95 € 95 €

300 € 300 € 300 € 300 € 300 € 300 € 300 €

123 € 132 € 132 € 141 € 141 € 150 € 150 €

1,390 € 1,417 € 1,417 € 1,444 € 1,444 € 1,471 € 1,471 €

1,908 € 1,944 € 1,944 € 1,980 € 1,980 € 2,016 € 2,016 €

16,039 € 18,043 € 19,787 € 17,816 € 18,665 € 20,158 € 21,142 €

280 € 280 € 280 € 280 € 280 € 280 € 280 €

5,400 € 5,400 € 5,400 € 5,400 € 5,400 € 5,400 € 5,400 €

1,283 € 1,283 € 1,283 € 1,283 € 1,283 € 1,283 € 1,283 €

1,268 € 1,361 € 1,461 € 1,568 € 1,682 € 1,805 € 1,937 €

280 € 280 € 280 € 600 € 280 € 280 € 280 €

0 € 0 € 0 € 0 € 0 € 500 € 0 €

165 € 165 € 165 € 450 € 165 € 165 € 165 €

0 € 0 € 0 € 1,000 € 0 € 0 € 0 €

0 € 0 € 0 € 524 € 0 € 0 € 0 €

24 € 24 € 24 € 24 € 24 € 24 € 24 €

8,700 € 8,793 € 8,892 € 11,128 € 9,114 € 9,737 € 9,369 €

47

Jun-17 Jul-17

7,944 € 8,583 € 80,779 €

12,800 € 12,800 € 129,600 €

11,506 € 12,348 € 103,501 €

-7,417 € -7,758 € -72,192 €

24,832 € 25,973 € 241,688 €

95 € 95 € 1,140 €

300 € 300 € 3,600 €

159 € 159 € 1,636 €

1,498 € 1,498 € 17,162 €

2,052 € 2,052 € 23,538 €

22,781 € 23,921 € 218,149 €

280 € 280 € 3,360 €

5,400 € 5,400 € 64,800 €

1,283 € 1,283 € 15,390 €

2,079 € 2,231 € 18,702 €

280 € 280 € 4,000 €

0 € 0 € 1,000 €

165 € 165 € 2,572 €

0 € 0 € 1,000 €

0 € 0 € 1,048 €

24 € 24 € 288 €

9,511 € 9,663 € 112,160 €

TOTAL YEAR 3

LeadTeam Business Plan

Business

Transcript of LeadTeam Business Plan