COMP7008/COMPGC18/MSIN7008 Entrepreneurship: Theory & Practice

Group Coursework Appendix A – Coursework cover sheet

Submission by 12:00 Thursday 2nd April via Moodle Submission Date: Thurs. 2nd April Marks 60% of total Name Arindra Kumar Das Email arindra.das.14@ucl.ac.uk

College UCL Department Computer Science

Degree MSc ICT Innovation Year 2014 - 2015

Name Sujith Kumar Anand Email sujith.anand.14@ucl.ac.uk

College UCL Department Computer Science

Degree MSc ICT Innovation Year 2014 - 2015

Name Email

College Department

Degree Year

Name Email

College Department

Degree Year

! CW1 Team members (with additional bio/profile for each member) - CW2 Initial and final Positioning Statement ! CW3 Initial and final Business Model Canvas ! CW4 URL of YouTube Video link - CW5 Customer Development: Personas and Landing Page Prototype ! CW6 Financial model !

CW7 Business plan ! CW8 Final PowerPoint Presentation - CW9 Online peer-assessment (Each Team Member to complete) -

DECLARATION: we have read and understood the College and Departmental statements and guidelines concerning plagiarism. We declare that:

• This submission is entirely our own work. • Wherever published, unpublished, printed, electronic or other information sources have been used as a

contribution or component of this work, these are explicitly, clearly and individually acknowledged by appropriate use of quotation marks, citations, references and statements in the text.

• In preparing this coursework, we discussed the general approach to take with other person(s), however the content of the submission is our own work alone:

Signature: Arindra Kumar Das

Signature: Sujith Kumar Anand

Signature:

Signature: !

TABLE OF CONTENTS !

EXECUTIVE SUMMARY!..................................................................................................................................!4!CONTEXT!...................................................................................................................................................................................!4!TEAM!..........................................................................................................................................................................................!4!BACKGROUND!..........................................................................................................................................................................!4!PROBLEM STATEMENT!..........................................................................................................................................................!4!SOLUTION PROPOSITION!.......................................................................................................................................................!5!OBJECTIVES!..............................................................................................................................................................................!5!

CUSTOMER DEVELOPMENT!........................................................................................................................!5!DATA COLLECTION!................................................................................................................................................................!5!FINDINGS!...................................................................................................................................................................................!6!PERSONAS!.................................................................................................................................................................................!6!

BUSINESS MODEL CANVAS (SEE APPENDIX B)!...................................................................................!7!CUSTOMER SEGMENT!............................................................................................................................................................!7!VALUE PROPOSITION!.............................................................................................................................................................!7!CUSTOMER RELATIONSHIPS!................................................................................................................................................!8!CHANNELS!................................................................................................................................................................................!8!KEY ACTIVITIES!......................................................................................................................................................................!8!KEY PARTNERS!........................................................................................................................................................................!8!KEY RESOURCES:!....................................................................................................................................................................!9!COST STRUCTURE!...................................................................................................................................................................!9!

REVENUE STREAM AND FINANCIAL ANALYSIS!................................................................................!9!BUSINESS FEASIBILITY PLAN!...................................................................................................................!11!

OVERALL SYSTEM ARCHITECTURE:!...............................................................................................................................!11!Sensors and Devices!..........................................................................................................................................................!12!

UNIQUENESS OF THE PRODUCT:!......................................................................................................................................!13!CUSTOMER NEEDS!...............................................................................................................................................................!14!MARKET POTENTIAL!..........................................................................................................................................................!15!UNDERLYING TECHNOLOGY: INTERNET OF THINGS (IOT)!....................................................................................!15!INTELLECTUAL PROPERTY:!..............................................................................................................................................!16!OPPORTUNITY ASSESSMENT:!...........................................................................................................................................!16!

Trends!......................................................................................................................................................................................!16!Customers Space!.................................................................................................................................................................!16!Market Space!........................................................................................................................................................................!16!

BARRIERS TO ENTRY!...........................................................................................................................................................!17!REFERENCES!....................................................................................................................................................!17!APPENDIX!...........................................................................................................................................................!19!

APPENDIX A: STAKEHOLDERS!........................................................................................................................................!19!APPENDIX B: BUSINESS MODEL CANVAS!...................................................................................................................!22!

LIST OF FIGURES Figure 1: Elderly person persona! 6!Figure 2: Carer persona! 7!Figure 3: Financial statement! 10!Figure 4: Overall system architecture! 12!Figure 5: Goal Model! 14!Figure 6: Business Model Canvas! 22!

LIST OF TABLES

Table A: List of stakeholders! 21!

Executive Summary

Context This coursework report is written for a product, UKFC (United Kingdom Future Care). It is a

product owned by Microsoft and students of University College London (UCL) developed the

initial prototype. There are a number of stakeholders (see Appendix A) involved in this project.

This report is written based on the initial speculation of the prototype that is being developed and

yet to be user evaluated.

Team

Arindra Kumar Das is doing his MSc. ICT Innovation at UCL; He is the co-founder of

Greenseed Ltd. where he is responsible for product and operations. He has recently won the

Bright Ideas award and London E-challenge undergraduate category for his startup.

Sujith Kumar Anand is doing MSc. ICT Innovation at UCL; he holds another master in

advanced computer science from Newcastle University and is working as a UX/UI designer for

Emocial in London.

Background

More than 80 percent of the primary and secondary care budget in England is used for treating

people with long-term conditions. King fund organization’s[1] published report points out, the

people with long-term conditions, i.e., around 15 million will rise by a third in coming 10 years.

Users with long-term conditions will account for more than 70% of inpatient beds and half of all

General Practitioners (GP) appointments in England. The increasing number suggests a paradigm

shift in health sector towards individual and self-care, prevention and user empowerment.

Problem Statement The growth of an ageing population and people with long-term conditions is a challenge to the

current health care strategy. The unnecessary hospital visits and GP appointments, considering

the health problems are introducing extra costs. Most of these problems can be prevented or

detected at an early stage if monitored properly. Due to lack of support and independence an

alarming number of elderly people are admitted to the care homes.

Solution proposition Empowerment of elderly people would enable them for an independent living. The independent

living is achieved by using existing (IoT- Internet of Things) sensing devices and wearable

devices. This would also result in helping their families, and their social caretakers detect their

health situation. However, achieving this will put the elderly people in the center of the health

system by serving as a solution as well as a centralized place for elderly people’s private health

data.

Objectives The project aims to monitor the health data of elderly people gathered through sensing (IoT)

devices and share them with both the elderly people and their carers. The application also

provides a facility for end users to take advantage of a notification mechanism, which could be

triggered in an emergency situation or when a situation is predicted, based on data analysis.

Customer Development

Data collection Due to ethical and IP restrictions, the initial UKFC prototype is yet to be tested publicly.

However, there is an extensive research done on elderly people and their carers in the form of

interviews, case studies and surveys to understand the attitudes, conditions and behaviors of

these carers, which is available over the Internet.

There are interview data about elderly people included in this report to create the personas. This

data were collected when an experiment was performed for another course (i.e., Design Practice:

PSYCGI07). The data have similar relevance as to understand the user feelings while they adopt

new technology. The data were in the form of unstructured interviews. Several information

starting about their outfits, accessories, personal life and their understanding towards technology

were asked. More information about the transcript can be found here[2]. Additionally, the carers

data were gathered from this report [3] published by Carers UK.

Findings In case of elderly people, three people from University of the third Age (U3A) at Halesworth,

UK[4], were interviewed by a group of 12 members. Mostly they feel bored alone however when

learning in groups they enjoys it and love to learn from each other.

In case of carers, it was found out that many like to stay with their families and only when they

have no options they goes to stay in a care home. The majority of the carers care for their

parents. Care for spouse or partner are the second majority of carers. Being a family carer brings

additional cost to them, as they need to buy assistive technologies, care services, transportation

cost, etc. Along with cost, most of the family carers have a full-time job which causes them high

level of stress, poor living conditions, delay in paying bills, sacrifice their own health[3].

Personas After analyzing elderly people and carer data from the above findings we created two personas to

understand participants and further develop scenarios.

Figure 1: Elderly person persona

Figure 2: Carer persona

Business Model Canvas (see Appendix B)

Customer segment The three main customer segments are the elderly people, carers and government. Although the

end-user of the product is elderly people, both elderly people and carer can use the service with

government being the primary customer of the service. The government can support for

purchasing the service and product for elderly people and the carers. The service of UKFC

provides elderly people, the power of knowing what's going on with their health and carers with

an overview of the data and any abnormalities that can be addressed during an emergency.

Value proposition UKFC’s main value proposition is to improve the wellbeing of elderly people whilst lowering

the cost and allowing them to stay independent. However, with the primary benefits, there are a

lot of other benefits for family carers who manage various other household things and

sometimes, a full-time job. UKFC can provide an easy monitoring tool by giving them valuable

insights in the case of an emergency, saving both time and money. Similarly, elderly people can

monitor their health by themselves without being burdened with others to get regular updates on

their health conditions, which in-turn provides strength for staying independent.

Customer relationships UKFC is a product for medical significance to elderly people. Therefore, round the clock

personal assistance is required, where customer can directly interact with an UKFC

representative to have a seamless experience and avoid any uncertain circumstances that might

hamper their health. Elderly people have strong bonding with other elderly people in their

communities, as they have a lot of free time. Thus, such communities will be used to receive

feedback, exchange knowledge and solve issues. This will be both online and offline. UKFC also

has potential to collect a large amount of health data, on how people interact with the product to

improve its customer experience.

Channels UKFC is using sensors to monitor the elderly people interactions and movement and delivering

the aggregated data through the Website (for desktop) and Windows app (for Windows tablet),

this is done keeping in mind the screen size, easy accessibility and the penetration rate. On the

other hand, UKFC also plans to have an active social network presence not only for marketing

and advertising, but also for sharing information with friends and family within their social

circles.

Key activities UKFC’s main goal is to provide well being, independent living and reduce the healthcare cost to

its end users which can be achieved by implementation of these key activities. Firstly, utilization

of Internet of Things (IoT) devices and wearable to help with monitoring, detection and

prediction of health conditions by elderly people and their caretakers. Secondly, an extensive

user evaluation needs to be done by users to make the system more robust. Finally, before

launching it to the market government’s standard regulations needs to be passed.

Key partners At present, UKFC have strategic alliances with University College London (UCL)[5], Kent

County Council[6] and Centra[7]. In future, a partnership with government is needed, as the

government supports elderly people with compensation and allowances[8]. Computer students

and researchers from University College London (UCL) carried out the initial stage of prototype

development. Kent County Council (KCC) is involved in providing an environment where the

testing and evaluation can be performed with the actual customer segments. Centra is one of the

UK’s largest providers of affordable houses[7] and they would provide support in setting up

sensing technology during the testing phase.

Key resources: In any business or a startup, it is a necessity to have the resources to create and deliver value[9]

Key resources can be tangible or intangible, financial, physical or intellectual[10].

Human resources: As the business, depends upon sensors, software and elderly people. The need

of software engineers, user researchers and user experience specialist are some of the essential

requirements to support the business grow efficiently.

Physical resources: These resources are very important and cost-intensive. They are the backbone

of UKFC. They include sensing technologies such as sensors and wearable, IT infrastructure,

logistics etc.

Financial resources: As a resource intensive and critical healthcare service, the product needs

huge funding for developing and testing with multiple iterations during its early phases.

Intellectual resources: Intellectual such as the UKFC brand, copyrights and trade secrets are

important to provide intangible value such as trust and security.

Cost structure UKFC’s initial cost would be towards developing a very scalable and robust infrastructure. This

would also include developing cost in terms of salary for their employees. Also during the initial

phase, there is a need of heavy testing, evaluation and setup cost, as they need to deploy the

technology in various scenarios and contexts.

Revenue Stream and Financial analysis

Figure 3: Financial statement

Our financial model will be driven by yearly subscription paid by Government organizations

mainly NHS. However, the NHS has the authority to charge from their end-users. We believe

data collected from the sensors would be valuable for research as well as commercial purposes.

Since NHS in 2014/15 have a planned net expenditure of £112bn out of which 3.1% would be

invested for elderly care. So we believe it could easily spend a small fraction of their annual

expenditure on UKFC [11].

Route for market launch and financial forecast: The primary market for UKFC is the United Kingdom. The next five years financial forecasts is

explained below:

Year 1 (Development and testing iterations)

Financial year 1 would be mostly towards developing the product and iterating until the beta

version is launched. The development of the product is done at UCL with an estimated expense

of £50,000. Due to its partnership with Kent County Council, the user testing will be performed

by 20-30 customers, which comprises both elderly people and their carers, and initial

implementation phase will kick start at Kent by the end of 2015, with an estimated expense of

£35,000 which includes deployment, testing and other miscellaneous cost. Additionally, the

manufacturing and infrastructure cost would be approximately £30,000.

Year 2 (Beta production and test)

Financial year 2 would be critical in testing the beta version, before it goes for a regulatory pass

from the government authority. This evaluation would also be carried out in Kent due to its easy

access and partnership. We expect the test would be at least with 200-300 customers that would

comprise of carers, general practitioners and elderly people. This would give us a much better

estimation of the service. This would further bring the expenses of £30,000 in development,

£17,000 in deployment, and £130,000 in testing, manufacturing and other miscellaneous cost.

Year 3 (Government regulations and launch)

The financial year 3 will be concentrated on passing the government regulations. This year will

also lead into further evaluation with 1000-1500 customers. Based on the regulations board the

cost of regulation is a fixed cost of £100,000[12].

Year 4 (Covering Kent)

In financial year 4, we expect to the plan for expansion to other cities from Kent. This would

result in additional cost towards marketing and advertising. Besides, a more dedicated team of

people to cover the deployment, maintenance, customer service and infrastructure cost.

Year 5 and Year 6 (Expansion Nationwide)

Until 2020, UKFC will be expanded to all over the UK even though the technology adoption

rate, would take some time. But in the next 5-10 years the business would break even for a

positive cash flow. And the customer would be both the private and the government, while

government giving the authority of the councils to accept the service and product to distribute it

to their elderly people community members.

Business Feasibility Plan

Overall system architecture: The project combines of sensors, Web browser and a Windows phone app. The sensors gather

health information from the elderly people (care taker). The sensor data is fed into the Captain,

that Lab of Things (LoT) instance running in it. The lot is a platform where sensor devices are

connected in homes and other places for experimental research purposes. The data from LoT will

be forwarded through software to Captain for processing. The user can interact and see the

integrated data through the Web browser and the Windows 8 application. The main areas for the

service is to detect, predict and aggregate the data collected from sensors.

Figure 4: Overall system architecture

Sensors and Devices The wide range of devices used in this project can be acquired cheaply and easily. The devices

supported in the prototype stage are based on Arduino, which can be easily extended to other

type of sensors.

The lists of supported devices are:

● Arduino: PIR, Emergency Button, Red Light

● Engduino Accelerometer [13]

● Blood Pressure

● Weight Sensor

● Pedometer

UKFC aggregate, monitors, detect and predict health behaviors with the help of its devices and

wearable. This helps elderly people to live independently whilst lowering the stress from carers.

The users (elderly people and carer) can interact via browser, and the Windows 8 app. It

comprises of four main activity areas: Hardware and Sensors, Cloud and Core Libraries, Website

and Windows Application, and Analytics and Business Intelligence.

Uniqueness of the product: UKFC is unique in many ways. These are discussed in the following points:

● It integrates all the available low cost sensors to capture and predict health data for

elderly people.

● It is an innovative way to predict elderly people health based on past and current health

data. This gives the opportunity to correctly take measures and prevent health conditions.

● The prediction is incremental. It provides real-time predictions such as urinary tract

infections, social isolation, and falls, by running each new health data for specific health

conditions.

● It can also combine with existing third party sensing devices such as Microsoft

HealthVault, Fitbit etc. to aggregate all the data.

● Third party subscribers such as government agencies, health statistics agencies, or health

care providers can also access the aggregated reports for research.

● The cloud is highly scalable for future and can run multiple services in the cloud. It can

scale out as load increases.

● Due to the benefit of having a centralized security and authentication management, it has

less impact to users of changes or improvements.

Figure 5: Goal Model

Customer needs As discussed earlier in the BMC, there are three customer segments: Government, Elderly people

and the carers. UKFC is dedicated to reducing healthcare cost by reducing unplanned

hospitalizations, reducing unscheduled GP visits and reducing the rate of unnecessary care home

admit.

Elderly people want to be independent and stay connected to their loved ones; UKFC does this

whilst allowing their health data to be shared with their families and caretakers. In terms of

emergency family and carer can be easily alerted making effective use of user health data. They

can also contribute their health data by sharing it to third party organizations for research

purpose for improving the prediction infrastructure that will benefit them back.

Market Potential According to a current research[14], the total healthcare spending is increasing faster than per

capita income in many countries globally. By 2050 it is expected that health care spending would

double the rate claiming 20-30% of GDP. This is also due to the primary reason of an increasing

ageing population. The report further clearly implies the growth of the patient monitoring

market, which will be due to cope up with the demand of healthcare services for elderly.

As the market looks bullish the return on investment is expected to be huge, although a slow

growth in the beginning can be predicted due to a high level of barriers to entry.

Finally, a rapid traction from idea to execution, participation of top researchers and students from

a UK University (UCL) involved in the project, financial and infrastructure backing from

Microsoft and the Kent County Councils as an initial partner and customer provides an early

assurance on its feasibility.

Underlying technology: Internet of Things (IoT) IoT devices and wearable power the underlying technology. Its devices are becoming ubiquitous

and are able to passively monitor individual daily activities and health data making the

environmentally smart. The data are of clinical importance that provides critical insights about an

individual’s health activities and behaviors at home or while in normal conditions while carrying

out their daily tasks[15].

On the other hand, the advancement in information technology with highly developed sensors

that are capable of storing; integrating and communicating remotely have been of great

advantage to manage such infrastructure. It is also expected that there would be 50 billion

connected devices in the IoT ecosystem by 2015[16].

With the current trends towards smart concepts such as: cities, companies, transportation and so

on have created a huge buzz for IoT supported devices and their adoption in near future.

Intellectual Property: The UKFC Website and application by its very nature are subject to copyright protection, which

is owned by the Microsoft. The technology is currently in its prototyping stage and needs

extensive user testing before the next iterations. As discussed earlier in the financial analysis, the

current cost until the next iteration is expected to be £115,000.

Opportunity assessment:

Trends

The government is pumping a lot of money into health care for the ageing population, which is being

increased every year. It is estimated that by the end of 2050 UK alone will have 19 million elderly people

with public health expenditure expected to be 9.6% of the GDP. This is an attractive market where elderly

people have started using wearable sensor devices and smartphones[1].

A lot of researches have urged for a change from the traditional health care. There are more than

10,000 papers in this area; NHS is putting almost 4-5 % of their money into research and

development of new technology. There are more than hundred worldwide conferences held every

year on the topic of IoT. The focus of the technology giants like Google, Apple are also towards

this area[17].

We are targeting the health and well-being market, which is also the most important aspect for

any person, which is a multi-billion dollar market with a room for lot of innovation

possibilities[18].

Customers Space

The current health strategy is not coping with the increasing health needs of the aging population

and those with long-term conditions. Taxpayer money is being spent on unnecessary

hospitalizations and GP appointments for health issues that need be addressed at an early stage.

Another major problem is the increasing number of senior citizens who are being admitted to

care homes due to their lack of independence and guardianship.

Market Space

The customer need is widely being served by traditional care homes, wearable like Fitbit,

Jawbone and technology giants like Apple, Samsung, and Philips. Currently, the biggest share of

the elderly care market is owned by professional care homes. Attempts are also made by a

Government health care organization such as the NHS in the form of Telecare and telehealth

services. However, the market is still fragmented and mostly focused on healthy adults.

Although, technology giants like Apple, Samsung and Philips are attempting to serve this

market, but Microsoft will have a competitive advantage by targeting the elderly people and

allowing third-party integration. One of the most valuable identification created by Microsoft is

its trustworthiness and their capacity to fund for large scale, along with their capability to reach

the majority of the customers all over the world.

Barriers to entry The barrier to entry includes

- Government regulations: Health Care is very critical as it involves the life of a person.

Therefore it takes high level of testing and research to introduce any health care product

and service (need reference).

- Trust and Safety: The question of safety and trustworthiness of the service raises, since

elderly people haven’t had much interaction with technology.

- Negative social attitude: People are not usually comfortable in showing their health

issues. This would be same with elderly people. So monitoring their data by a third

person might make them uncomfortable and irritated.

References

[1] J. Appleby, “Spending on health and social care over the next 50 years Why think long term?” The

King’s Fund, 2013.

[2] https://soundcloud.com/sujith-kumar-anand/interview-transcript. .

[3] “Facts about carers 2014 - Carers UK.” [Online]. Available: http://www.carersuk.org/for-

professionals/policy/policy-library/facts-about-carers-2014. [Accessed: 02-Apr-2015].

[4] “Halesworth & District U3A:” [Online]. Available:

http://u3asites.org.uk/code/u3asite.php?site=166. [Accessed: 02-Apr-2015].

[5] “37 MSc and MEng students deploy Big Data Infrastructure project for the UK Housing

Associations with Microsoft UK.” [Online]. Available:

http://www.cs.ucl.ac.uk/computer_science_news/article/37-msc-and-meng-students-deploy-big-

data-infrastructure-project-for-the-uk-housing-associations-with/. [Accessed: 02-Apr-2015].

[6] “Home - kent.gov.uk.” [Online]. Available: http://www.kent.gov.uk/. [Accessed: 02-Apr-2015].

[7] “Centra is the non-profit company and part of the Circle Housing Group | Circle Centra.” [Online].

Available: http://www.centragroup.org.uk/. [Accessed: 02-Apr-2015].

[8] “Carer’s Allowance - GOV.UK.” [Online]. Available: https://www.gov.uk/carers-

allowance/overview. [Accessed: 02-Apr-2015].

[9] R. M. Grant, Contemporary Strategy Analysis and Cases: Text and Cases. John Wiley & Sons,

2010.

[10] Business Model Generation. .

[11] “Key statistics on the NHS - NHS Confederation.” [Online]. Available:

http://www.nhsconfed.org/resources/key-statistics-on-the-nhs. [Accessed: 02-Apr-2015].

[12] “Annual Report 2013 | The Intellectual Property Regulation Board.” [Online]. Available:

http://ipreg.org.uk/public/about-us/annual-report/annual-report-2013/. [Accessed: 02-Apr-2015].

[13] “http://www.engduino.org/fileadmin/engduino/doc/Engduino_Accelerometer.pdf.” .

[14] “Health Spending Projections Through 2015: Changes On The Horizon.” [Online]. Available:

http://content.healthaffairs.org/content/25/2/w61.abstract. [Accessed: 02-Apr-2015].

[15] M. L. Lee and A. K. Dey, “Sensor-based Observations of Daily Living for Aging in Place,” Pers.

Ubiquitous Comput, vol. 19, no. 1, pp. 27–43, Jan. 2015.

[16] L. Atzori, A. Iera, and G. Morabito, “The Internet of Things: A Survey,” Comput Netw, vol. 54, no.

15, pp. 2787–2805, Oct. 2010.

[17] “How Apple and Google plan to reinvent health care | The Verge.” [Online]. Available:

http://www.theverge.com/2014/7/22/5923849/how-apple-and-google-plan-to-reinvent-healthcare.

[Accessed: 02-Apr-2015].

[18] “HealthTech Innovation in London.” [Online]. Available: http://blog.zesty.co.uk/digital-health-

innovation-londons-healthtech-power-brands-emerge/. [Accessed: 02-Apr-2015].

Appendix

Appendix A: Stakeholders

Stakeholder Stakeholder Type Description

Centra Subject matter experts,

possible, future functional

beneficiaries

The second biggest housing group in

the UK. A non-profit organization

supports self-care. It also shares the

same vision and the challenges UK

Future Care takes on. They were a

source of requirements that helped

shaping some of the predictive health

scenarios and the third-party sharing

functionality, since they have systems

that could benefit from the data

gathered and stored by the system.

Dean Mohammedally,

UCL Professor

Project supervisor

Current UCL

Development Team

Core development team

The students that managed, analyzed,

designed, implemented, tested,

deployed, and documented the

project.

General Practitioners Functional beneficiaries,

normal operators

Doctors of medicine that might

benefit from the health information

and health history of the patients that

use the application.

Lab of Things team Subject matter experts,

interfacing system

Meritum Subject matter experts

A community care agency that was a

source of requirements for the

“caretaker” role user stories, and

some of the predictive algorithms.

Paul Foster, Technical

Director at Microsoft

Subject matter expert,

Microsoft developer and

technical evangelist

Project sponsor.

Paul Thomas ,

Microsoft

Project supervisor, Microsoft

developer and technical

evangelist

Enterprise architect at Microsoft, and

project sponsor.

Stoyan Dekov, UCL

Alumni

Subject matter expert, captain

specialist

A Captain specialist, and a former

UCL student. He offered his expertise

and consultation in case the

development team had any

difficulties with using the Captain

device.

Dr. Aruna Perera

Medical practitioner and health

care subject matter expert.

Assisted the analytics team in

identifying the most critical health

vitals that affect the diagnosis of the

potential for a patient to fall, be

suffering from a Urinary Tract

Infection (UTI) or Psychological

Distress. He further assisted the

analytics team in developing the

framework and establishing the

values ranges to consider health vital

Table A: List of stakeholders

data patterns when diagnosing the

persons potential to collapse, to be

suffering from UTI or psychological

distress.

Kent County Council

Financial and functional

beneficiaries

A representative from the county

council attended one of the

stakeholders’ workshops and shared

with the development team some of

the needs of the city council. One

major concern was the annual

allocated budget for cares homes.

Sujith Anand and

Arindra Das

Subject matter experts, User

interface

UCL MSc Human Computer

Interaction students with Ergonomics

who gave the development team

valuable user experience tips after

reviewing the low-fidelity mock-up

screen.

Appendix B: Business Model Canvas

!

Figure 6: Business Model Canvas