Design Innovation Development and Marketing Strategies DMGT 720 Winter 2018
Professor Hilary Collins
BUSINESS PLAN
Activity
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
PROJECT PLANNING Project Subject Problem Statement Target Customer Segments Value Proposition
INDUSTRY SWOT PESTEL Five Forces Key Success Factors Resources & Capabilities
!
Competitive Advantage Scenarios
MARKET Blue Ocean Strategy Shell's Directional Matrix Gaining New Customers Service Quality Gap Map
CONSUMER Survey Consumer Journey Persona & Empathy Map Change Model Marketing Strategies
MEET "ba" Brand personality Brand Font & Colors App Design Mockups Interfaces
BUSINESS MODEL Business Model Attributes Analysing other Start-ups Legal & Funding Costs Structure Busines Model Canvas ZAG
REFERENCES
Duration Start Completed
Contents 01
UNDERSTANDING “ba” · Who we are · Mission, Vision, Ethics · Opportunity and Problem Statement · Value Proposition · Target Customer Overview
02 UNDERSTANDING
OUR INDUSTRY · Industry Analysis · Why Wellness? · Wellness Industry Overview · Industry Analysis Introduction · SWOT · PESTEL · Porter’s Five Forces · Competitive Analysis · Stakeholder Map · Key Success Factors · Analysis Conclusion · Competitive Advantage · Resources & Capabilities · Scenario Planning & Strategies · SFA Evaluation
03 UNDERSTANDING
OUR MARKET · Introduction · Blue Ocean Strategy · Strategy Canvas · Shell’s Directional Matrix · Gaining New Customers · Service Quality Gap Map
04 UNDERSTANDING
OUR CONSUMER · Overview · Why a Survey? · Consumer Journey · Persona · Empathy Map · Journey Map · Change Model · Marketing Strategies
Contents 05
MEET “ba” · Determining brand personality · Typeface font · Building color scheme · Brand Colors · Logotype Wordmark · App Design · Mockups · Interfaces
06
UNDERSTANDING OUR BUSINESS MODEL · Business Model Attributes · Analyzing other Internet Startups · Legal & Funding · App & Website Cost Structure · Expected Income · Expected Expenses · Business Model Canvas · Zag
07 08
WORKING PROCESS & REFLECTIONS REFERENCES
Who we are
Shreeprasanna Kottakota
Brittany Merkle
Lorenza Ruiz
Beatrice Zhou
Experience in Design Strategy, Graphic Design & Architecture
Experience in Service Design, Evidence-based Design & Healthcare
Experience in Business, Design Management & Strategy
Experience in User Experience Research, Design &International Relations
Co-founder
Co-founder
Co-founder
Co-founder
Mission Our mission is to create a wellness community for millennials that inspires a holistic lifestyle through an engaging online platform with interactive activities. We stand for a collaborative, proactive, empowered, and healing culture built to promote long lasting relationships with our users, employees and communities.
Vision “ba” will become the leading go-to social network connecting people that want to achieve a holistic wellness lifestyle.
Ethics “ba” emphasizes ethics in its internal and external relations. Our goal is to promote trust and transparency amongst our employees as well as to clients, users, and important stakeholders. We have four defining core values which embody our ethics principles and how they are incorporated into our daily function as a company. Our core values are our fundamental beliefs upon which we built our company and continue to grow.
Core values: Collaboration & Unity – We wish to promote a positive virtual environment where our users may learn from each other as well as from our interactive tools. Our space provides a platform for users to socially adapt their lifestyle toward healthy alternatives and bring together inspiring communities. Proactivity – One of our main goals is to be ahead of the curve in terms of knowledge base and engaging tools. “Ba” is a site where there is constantly evolving and informative resources in order for our users to learn new strategies for holistic wellness. Empowerment – We believe in our users and the capabilities they hold as individuals and as communities. Our service is in the hope of encouraging our users to be more active and feel a sense of belonging. Healing – Our potential and current users are the core of our company. We recognize the complexity in maintaining mind, body and soul balance and wish to be a point of reference for our users, wherever they may be on the healing spectrum.
Opportunity Statement To create a ‘well-being-based’ social community online that harnesses evidence-based resources and expert testimonies to deliver wellness information in creative ways.
Problem Statement With the proliferation of online social networks in America, there is a concern for sedentary lifestyles and an inability to utilize these digital platforms toward healthy outcomes. In a study done by Statista, 30.6% of adults aged 20 years or older were considered overweight or obese in 2016, with a steady incline over the previous 10 years. The literature suggests the link between social media and obesity are related to the user associating norms and associations via a social network, mirroring weight influencing behavior of others and aspiring to the body size of others in one’s social network. (Powell et al, 2015)
Value Proposition
External: For: digital consumers in target market(s) Who: seek productivity, connectivity and healthy lifestyles The: company “ba” Is a: social media platform online That provides: a holistic approach to wellness Unlike: the many platforms and applications that only provide one topic of wellness or none at all Our guidelines: help us deliver industry leading services centered on the complete user’s sense of wellbeing, mind, body and soul.
Internal: For : company development teams Who: are charged with bringing reliable sources and designated experts to users The: company “ba” design team initiative Is a: reliable, trustworthy group with health and design experience That provides: reputable sources, expert background checks and a positive user-environment Unlike: many teams who do not have appropriate or tested resources Our guidelines: help us deliver innovative services with well-researched user-focused topic.
Target Consumer Overview
Millenials The Pew Research Center defines millennials as those born between 1981 and 1997 (Fry, 2016). But Rand Corporation may extend the age group ranging between 1980-2004 (Weinbaum, et al, 2016). Born : 1981 - 2003 Age : 13-36 yrs
Why Millenials? Millennials have surpassed baby boomers as nation’s largest living generation (ages 18-34 in 2015) at 75.4million. They will peak as largest generation in 2036 at 81.1 million (Fry, 2016) and are the target consumer to go after - an estimated spend of $600 billion each year. They are the largest generation with 80 million members, most technology savvy and highly connected as stated by Kira Karapetian. (Fromm, 2017). According to Keith Knopf, Millennials research information more often than any other generation, includes social media platforms with digitally-driven mindset (Fromm, 2017). Younger consumers are most willing to initiate on behalf of their well-being (Gustafson, 2017).86% of Millennials would rather be healthy than wealthy (Weinswig, 2017) and 39% of Millennials say their stress has increased in the last year, compared to 36 percent of Gen Xers, 33 percent of Boomers and 29 percent of Matures (American Psychological Association, 2012). Younger adults are more likely than older generations to report engaging in certain coping activities to manage stress.
Despite reporting that they are engaging in various stress management techniques, more than one in four younger adults (30 percent of Millennials and 25 percent of Gen Xers) say they do not feel they are doing enough to manage their stress, compared with about one in 10 older adults-15 percent of Boomers and 6 percent of Matures (American Psychological Association, 2015) and younger Americans report difficulties as they try to achieve some healthy living goals(American Psychological Association, 2015).They are approaching their peak spending years. Over the next 5 years their spending will increase by 15% simply by getting older. 80% of millennials own a mobile phone and 75% have social media profiles which has a direct influence on their behavior as consumer and how they approach brands. (Drucker, 2015)
Understanding our Industry
Industry Analysis ‘ba’ lies in combination of two industries: The Wellness industry and The Social Network industry. It is important for us to know their components and the factors that shape them in order to know where our strengths and weakness lie, how strong is the competition, how big of a market we might be looking to penetrate, and etcetera. Through our analysis we were able to see how more and more people, especially Millennials, are concentrating on living a healthier lifestyle, due to increase levels of stress and anxiety (Beaton, 2016) or just an interest in healthy living (Weinswig, 2017). At the same time, social networks are connecting more and more people (Singh, 2014) thus our personal lives, and how we connect to people has been shifted to a digital realm. For some, social connectivity is easier and more convenient than ever. Tremendous information may be obtained easily and quickly without leaving your home our reaching out to experts.
This analysis seeks to represent how both industries will affect, shape, and direct our company. We aimed to examine our industries’ environment using SWOT, PESTEL and Porter's Five Forces Analysis. Through these, we determined relevant macro environmental factors that will have an impact in our business. The analysis was made through secondary research using information published online from sources such as The Wall Street Journal, Forbes, The Global Wellness Institute, The American Psychological Association, WebMD, Harvard Business Review and so on. We also examined both of our industries through databases such as Euromonitor and Business Source Premier. Our key points are summarized in each matrix, and are justified at the end of the analysis before the Key Success Factors.
Why Wellness? The wellness industry grew to 3.72 trillion US dollars between 2013 to 2015 while the global economy shrank -3.6% (Greene, 2017). The industry contains multiple modalities and ‘dimensions’ to create a holistic sense of well-being. The Global Wellness Institute includes a list of 25 different modalities under the umbrella industry of wellness, for example Ayurveda or meditation. The industry offers a plethora of information and activities toward finding a holistic balance, encompassing mind, body and soul. Mann (2017) argues millennials rely on social networks for information. The millennial generation value authenticity and level of detail transparent to the consumer (Fromm, 2017). There is an opportunity to bridge the wealth of wellness information to a social network for positive user outcomes and success sharing.
Wellness Industry Analysis The World Health Organization defines wellness as a state of complete physical, mental, and social well being, and not merely the absence of disease or infirmity.The National Wellness Institute defines it as a conscious, self-directed and evolving process of achieving full potential. The Global Wellness Institute states 25 modalities that form the wellness industry, some of those are: Acupressure Pilates Acupuncture Relaxation Therapy Aromatherapy Sauna Ayurveda Sleep Health Exercise Yoga Nutritional Counseling
Smoking Cessation Hydrotherapy Tai Chi Manual Lymph Drainage Traditional Chinese Medicine (TCM) Massage Weight Loss Meditation Workplace Wellness Music Therapy
The National Institute of Wellness has 7 dimensions for wellness :
OCCUPATION EMOTIONAL PHYSICAL SPIRITUAL SOCIAL INTELLECTUAL FINANCIAL
The industry’s economy is represented below in a chart made by the Global Wellness Institute (2018).
SWOT Analysis
Strengths
Opportunities
• A unique social network with holistic approach to wellness targeting mind body and soul • SN offering community building, trustworthy and transparent information through constant innovation and user engagement • Easy access / usage • Just use for intention / use and connect with other people • Innovative culture and activities • Branding experience from the founders • Potential benefits and collaborations due to relationships • Experience in research and develop ment as well as analyzing data
• Increasing young population interested in healthier lifestyles. • Millennials are the world’s largest generation. • Consumers now see luxury in terms of their well-being • Increase use of tech & automation in both Wellness and Social Network • Easy access • Wealth of information • Easy access to information has increased popularity • Implementation of wellness programs in many organizations. • Holistic (lack of cohesiveness in industry)
Weakness
Threats
• Easy to find alternate solutions or options • Many competitors on online platforms apps and physical centers • Hard to gain trust from users at early stages • Lack of know-how in software and IT • Lack of funds for constant innovation in terms of website differentiators
• Existing strong competition: direct and indirect. • Market is difficult to penetrate. • Social Network current and growing bad reputation. • Government Regulations. • Decrease in US economy could lead people to spend less money on Wellness Industry. • The lack or regulation in IT technologies. • Lack of trustworthy sources/people. • The trend of habit in DIY treatment. • Difficulty to make our users aware of the benefits of our social network.
POLITICAL
ECONOMICAL
• Government initiatives, expenditure, and programs such as the Affordable Care Act and Medicare • Pre-existing conditions for the industry's regulations • Company wellness programs • Insurance • National center for comple mentary and integrative use
• Expensive insurance and health care costs - seek new alternatives • Wellness programs – companies are now willing to spend money for their employees to be healthy. • Demographics determine health. • Access to information = well-being, e.g: poorer, older, less educated, have little access to internet • Medicare Debate • Wellness Industry is growing exponentially • Companies are spending more on digital health care
SOCIOLOGICAL
PESTLE Analysis
• Healthier lifestyle • Increase on technology usage for well-being and to connect • Younger populations interest in well-being is increasing • Younger population connection habit is now more digitally based • Trends in coaching, DIY treatments, and being your “own doctor” • Popularity and increase of recognition of alternative therapists • More access to information due to digital connection
TECHNOLOGICAL • Increase in health care technology is shifting the industry towards an always connected one focused of prevention, monitoring and treatment. •Augmented reality incorporated in hospitals •Biotech and wearable health trackers • Health apps popularity - nutrition/exercise/ mindfulness • Technological advances for med devices and exercise • Increasing automation in business • AR and VR incorporated in social network platforms • Chatbots incorporated to CRM in digital platforms • Home smart devices such as Alexa and Google Home
LEGAL
ENVIRONMENT
• Regulations imposed by Wellness authorities in regards of places, products and services. • Sanitation standards for health-related spaces • Quality assurance • Laws for establishments • Certification for practices/ professional experts. • Increase of legal and scientific recognition of alternative therapies • Implementation of on-site clinics on companies.
• Social networks impact on local communities • Trend for ‘greener” and healthier lifestyles • Global warming awareness or lack of. • Recognition by authorities. •Carbon footprint impact
Porter’s Five Forces Analysis Wellness Industry
Bargaining power of buyers
High – Since there is a lot of competition within the industry, buyers can bargain for differentiated products and platforms. It is difficult to maintain loyalty due to variety of options in marketplace. Health & Wellness programs have reached 2.3 billion people with over 30,000 communities. There is strength in the number of Americans seeking healthier lifestyles (Vos, 2016).
Bargaining power of suppliers
Low - There are many diverse perspectives for people to being well and how to achieve being ‘well’ via social media, the power of suppliers is low. e.g. there are many fitness centers and types of fitness centers – gyms, yoga, dance studios, etc. Flurry data shows that of active health & fitness app users, 96% are using only a single app. According to Kesiraju (2017) since 2014, there has been a massive growth of 330% in health & fitness app category. Workout and weight loss apps account for 73% of the health & wellness app space (Kesiraju, L. 2017).There is an increase of supplier power for differentiated products in terms of luxury, exclusivity, certifications, and so on. In our terms, we can promote a single site/app that is all-inclusive focusing on more than workout/weight loss.
Threat of new entrants Low-Moderate – Wellness related organizations, in most cases, require elevated investment costs in terms of equipment, spaces, and/or certifications. For a stand-alone wellness center, the procurement and requirements, electrical, etc. may cost up to $160.85/sq. foot. The consumers seek organizations that can be trusted in helping them achieve their goals and are consistently checked for quality assurance measures. Entry barriers are high in these types of organizations. In an interview with NY Times, Nathan Cortez, an expert in medical technology law suggests that not all of the health apps are helpful, and may in some cases, even be harmful. This suggests a distrust of not only the organizations providing health/wellness platforms, but also the apps/sites leading consumers to them.On the other hand, a lot of alternative wellness modalities such as reiki, nutrition or yoga may not require a big investment to start and may penetrate the market easily. There exists also, a possibility of existing competitor penetrating a different but existing market. E.g. a Yoga company entering the meditation market.The costs of apps largely based on features and complexity of platform, simple apps will start around US $25,000 to more complex can push beyond $1 million.
Threat of substitute products or services Moderate to low – there is and there will always be a substitute for the market. As long as there are outdoor free facilities, homemade products, internet and so on. But, there is an increasing interest and push for wellness-oriented lifestyles. There are many ‘free’ options, borrowing a yoga DVD rather than purchasing or run outside versus at the gym’s treadmill. In addition, companies around the world are implementing wellness programs within their organizations based on many studies linking the benefits of having healthier employees in the workplace. With tax incentives and grants available, according to Berry, Mirabito and Baun (2010), the US government is incentivizing companies to implement health and wellness programs. healthy employees cost the company less in the end, pushing for prevention rather than reactive workers compensation. (2010)
Rivalry among existing competitors High – Since it is an industry that is growing and trends indicate that it will continue to do so, the industry has very low exit barriers. Since the industry is formed by many modalities, each with many competitors, the fight for the market is high.
Porter’s Five Forces Analysis Social Network Industry
Bargaining power of buyers High – There are so many options for user that creating an appealing competitive advantage is key to maintaining users and creating market share. The availability and easy access to the competition makes users try and navigate through many different networks. The creation of a new social network is difficult in the beginning due to the lack of knowledge and trust on it by the target market. (Fromm, 2017) Bargaining power of suppliers High to Moderate - servers, software and hardware, the initial outsourced programmers, etcetera may have at the beginning a high bargaining power. With the existing trend we believe this will decrease to a moderate power due to in-house programmers and better relations. If the equipment and technology used seems to be dependable on a limit amount of supplier then their power may remain high. (Kesiraju, 2017)
Threat of new entrants High – Since it is easy to create and establish an online site and network, entry levels are low. However, there are dominant social network owning the majority of the market, big investments may be required to gain awareness and generate revenue (if that’s an intention). Threat of substitute products or services High – The internet is filled with information and sites that offer diverse activities for specific interests. With new technologies and new gadgets coming into the market, there is a big threat of substitutes. (York, 2018) Rivalry among existing competitors High – The existence of social networks such as Facebook, Instagram, Snapchat, Nike+, Twitter, YouTube and other social giants represents the threat and the high rivalry already existing in the industry. (Ordonez, 2017) The gain of market share has to be acquired with differentiation in terms of offerings, innovation, information, community, and functionality.
Threat of new entrants LOW
Bargaining power of suppliers LOW
HIGH
Rivalry among competitors
HIGH
HIGH
Bargaining power of buyers HIGH
Threat of substitutes LOW
HIGH
Wellness Industry Social Network Industry
42% of individuals view health information on social media look at health-related consumer reviews and 32% of US users post about their friends and family’s health experiences on social media(referral MD, n.d).
Competitive Analysis
The consumer is increasingly becoming more informed about his health, either in the form of basic health question posed through Google, or by heading directly to health websites, such as WebMD, Mayo Clinic and Medicine Net, or Ada Health, and Your M.D.. (Ordonez, 2017). With 244 million monthly active users, YouTube is the major social media platform in the US. This has made consumer health firms to go beyond ads to building stories to engage with the digital consumer (Ordonez, 2017).Facebook, YouTube and Instagram are the top 3 social media platform in main consumer health markets in 2016 (Ordonez, 2017). DaoCloud is a social wellness network that allows users to access trusted holistic health solutions and connect with wellness enthusiasts (Crunchbase, n.d). Instagram has over 180 million uses of #fitness. They can’t scroll through their feed without seeing at least one fitness-related post. Instagram is the “happy place” for fitness professionals because it allows you to leverage influencers (i.e. athletes, trainers) to grow your audience (Simple strat, 2017).
16% of Facebook users post reviews of medication, treatments, doctors or insurers.This may seem like a small number, but remember – there are 191.3 MILLION users in the US alone. The quantity, let alone quality of the content being posted by several million users is absolutely invaluable to your brand and 53% of physician practices in the United States have a Facebook page ( referral MD, n.d). Tumblr launched "Post It Forward" Campaign to Help Destigmatize Mental and Emotional Health Issues & Encourage Overall Wellness on ‘Its Platform and Beyond’ that promotes positivity and support in online communities. Issues related to mental and emotional health are prevalent in online platforms for self expression, but often stigmatized in users' offline lives. PostItForward.Tumblr.com and the tag #PostItForward will serve as hubs for community building, support, and healing for those in need. Through these platforms, users can speak to their personal experiences, offer positive messages of encouragement, and raise awareness of organizations that have helped them throughout their journeys. WebMD is the most popular source of health information in the US, and is likely to dominate your Google search results for almost any medical question you have. According to its editorial policy, WebMD promises to empower patients and health professionals with "objective, trustworthy, and accurate health information (Vox,2016).
Popular YouTube WebMD
Facebook Pinterest
Instagram DaoCloud
Tumblr Livestrong Mayo Clinic MindBodyGreen Well+Good
Low Content
High Content AARP Health, Wealth & Happiness
Human
TheChalkboard Magazine
Not Popular
Social Network Wellness Social Network
The following findings were extracted through secondary research and helped us create the key points for our analysis. The complete reference can be found at the end of this document.
• UC Davis states there are eight dimensions of wellness: occupational, emotional, spiritual, environmental, financial, physical, social, and intellectual. Each dimension of wellness is interrelated with another.
• Younger generations are most willing to initiate on behalf of their well-being. (Gustafson, 2017)
• There is no social network that I go to all the
• Workout and weight loss apps account for 73% of the health & wellness app space (Kesiraju, L. 2017).
Industry Analysis
time, for all my social information-sharing needs. (WebMD, 2013)
• Women are twice as likely to be affected as men. (Anxiety and Depression Association of America, n.d.)
• The lack or regulation in IT technologies could shift and affect the industry in the upcoming years. (Price, 2018)
• With over 200,000 health apps in the Apple store, (Ordonez, 2017)
• Studios & fitness apps grew 49% from
• Wikiwealth suggests threats: government regulations, bad economy, change in tastes, and substitute products. (Wellness SWOT, 2017) • Wikiwealth suggests opportunities: online market, innovation, new products and new markets. (Wellness SWOT, 2017) • Wellness trends include hyper personalized healthcare at home testing e.g. Lifelong Vitality package and healthtopias where consumers seek 360-degree wellness. (Greene, 2017) • Wellness Industry grew to 3.72 trillion between 2013-2015 while the global economy shrank -3.6% (Greene, 2017) • Wellness contains multiple modalities and was valued at 3.7 trillion in 2017. (Global Wellness Institute) • New technologies like augmented reality, virtual medicine advances, biotech, and wearables will be integrated into the healthcare landscape to provide additional methods for the provision of care, patient monitoring, diagnosis, and treatment.
2016-2017 showing high bargaining power of suppliers/investors (Kesiraju, Vogels, Analytics Manager, 2017) • Social Network have limited roles in developing face-to-face contact in communities. (Niven, 2011) • Social media in the future will be effortless and everywhere (Singh, 2018) • People will take a more active role in their own well-being…. Self-diagnostic and other personal care tools that are close at hand allow people the opportunity to stay as healthy as ever. (BD+C, 2016) • People catalog their lives in social media, looking great, feeling good and sleeping well are the new luxuries that consumers want. (Weinswig, 2017) • Online communities engender feelings of
• New technologies like augmented reality, virtual medicine advances, biotech, and wearables will be integrated into the healthcare landscape to provide additional methods for the provision of care, patient monitoring, diagnosis, and treatment. • More than half of all American could suffer from obesity by 2030, and that would cost a staggering $500 billion in lost economic productivity. (Trust for America’s Health and Robert Wood Johnson Foundation, 2012) • Millennials want to build communities around healthy living (Weinswig, 2017)
Industry Analysis
• Millennials are the world's largest generation (Vos, 2016) • Millennials are satisfied with advice from online resources and informal ones (Vos, 2016) • Millennials are increasingly skeptical of authority (Vos, 2016) • Millennials are digital natives and have shifted the healthcare industry to customer-centered. (Vos, 2017) • Medical studies related to wellness approaches are growing fast. (Wellness Evidence, n.d.) • Medical Nano robots demonstrated in humans are able to extend the immune system. (A360, 2013) • Laws for companies for onsite clinics (Lagnado, 2018). • It’s expected that by 2018, 50% of business in the US will have an on-site care clinic (Lagnado, 2018) . • Investment of employee health programs suggested to promote employee productivity, morale and higher performance (Lauby, 2013)
• Innovation needs to account for fitness/wellness app seasonal draughts e.g. holidays/resolutions (Kesiraju, Vogels, and Analytics Manager, 2017) . • In the US only 3% of healthcare spending is focused on prevention, while roughly 75% of healthcare costs are due to obesity, smoking-related disease and other preventable conditions (Institute of Medicine for the National Academies, 2012). • IBX wire provides a secure, HIPAA compliant platform for health-oriented wellness (Lauby, 2013) . • Hundreds of millions of people worldwide now seek alternatives to the costly sickness-based, traditional healthcare system, and are embracing prevention and integrative medicine (Wellness evidence,n.d.) • How a person contributes to their environment and community, and how to build better living spaces and social networks (National Wellness institute, n.d.). • Higher participation on weekdays with best times and potentially most active times Monday through Wednesday. Users want a way to arrange studio visits through a mobile app (Kesiraju, Vogels and Analytics Manager, 2017) . • Health care costs are increasing while the population is getting sicker (Lagnado, 2018). • General Anxiety Disorder affects 6.8 million adults, or 3.1% of the U.S. population, yet only 43.2% are receiving treatment. • For Millennials, wellness is a daily, active pursuit, and one they are willing to spend on. (Weinswig, 2017) .
• Few trends that will change the face of healthcare in 2018 are the rise of wearables, Internet of Things and Big Data. (Singh, 2018) •Customizable chatbots to help with customer relation management. (York, 2018)
Industry Analysis
• Companies will increasingly look to wellness services to reduce healthcare costs. The efficacy of industry services is largely dependent on employee participation rates. Overall the wellness industry is slowly growing, which can be attributed to many businesses adopting wellness programs to help lower healthcare costs (‘Corporate Wellness Services in the US: Market Research Report’ 2017). • Companies are incorporating clinics into their offices with a Holistic approach (Lagnado, 2018) . •Augmented Reality for healthcare solution (Govette, 2017) Anhedonia, or loss of interest or pleasure in usual activities, is characteristic of depression, some types of anxiety, as well as substance abuse and schizophrenia.
• Among OECD and BRIC nations spending on healthcare will grow 51% between 2010 - 2020 or more than $71 trillion (PwC’s Health Research Institute, 2010). • All informed providers (of healthcare) now agree that lifestyle, stress-reduction and attitude changes have an enormous impact on health (Wellness, n.d.). • 86% of Millennials would rather be healthy than wealthy (Weinswig, 2017) • 52% of Millennials are “health activators” for their families making them an important member of other’s care. • 30,000 communities with 2.3 billion people within Health & Wellness consumers. (Deloitte, 2017)
According to our analysis we know that our market, for both Wellness and Social Network industries is very competitive and its prone to change rapidly due to constant innovation, either incremental or radical. It is clear for us that in order to remain competitive we need to adapt to our user’s expectations in terms of offerings, engagement tools, fun factors, etcetera. We need to constantly monitor trends and stay ahead of the game. At the same time, our threat of substitutes will remain constant so we need to create loyalty with our users. Create strong, meaningful relationships through our platform seems vital to our survival. The combination of a digital website and an app seems obvious for our users expectations, hence developing an app and meet mobile trends is a must. We will diminish the threat of new entrants by always providing trustworthy information that can assure our users of the authenticity of the site while also being engaging, easy and fun to use.
Prerequisites for success What do customers want?
How does the firm survive competition? Drivers:
Who:
Millennial, Gen X and Baby Boomers Economic status: Middle class United States
What: To use social media to achieve wellness goals
Boost of technology for health Trustworthy site that will create a network Variety among users in terms of age and interests
Interconnectivity Cohesion of wellness Platforms Expert/coach Resources
Constant Innovation
Intensity: High, in social network and wellness industries
Trust & Transparency
Dimensions: Technology Information Design Reliability Financial Sociological
Community Building
Who: Millenials
What do they want?
Country: The U.S. marketplace – Only 2.7% of Americans meet the four-key metrics of a healthy lifestyle (smoking cessation, eating well, exercising, maintaining healthy BMI). Trend towards proactive approaches, preventing health problems rather than treating them. Large opportunity to excite Americans toward more active lifestyle via social media. What do they want? A way to use social media to be healthy (Kesiraju, 2017). Interconnectivity, a sense of belonging to a community (Niven, 2011) Expert/coach access and the options of wellness modalities bridging the gym to the reiki therapist to the acupuncture clinic. (Lagnado, 2018) (BD+C STAFF 2016)
User Control:
How do we survive?
The consumers within the wellness industry, specifically the millennial generation, wish to be the main decision-makers behind the drivers. A more empowered digital consumer who is more informed and focused on prevention via digital tools. Considering they want as much control as possible and feel that they have the tools to be their own doctor. (Ordonez, 2017).This also includes an insiders’ look at a company, for example posting a “Meet Our Team” section with actual images and bios so users are able to relate and know they are talking to real human beings. (Nickels, 2015) Platform for Cataloging lives:
Access of Information instantly: Users are now more than ever connected to a vast amount of information and able to access it nearly instantaneously. In an interview with Forbes, Keith Knopf states millennials research information more often than any generation, this includes social networks (Fromm, 2017). The interview continues to suggest going above and beyond via the information they are seeking is the ultimate way to build loyalty within the wellness industry. Lauren Welshans, Digital Director at Stratus Interactive, outlines key tips for reaching a millennial audience including to “give them what they want and give it to them quickly (Millennials) want to learn and absorb new knowledge, so be sure to have plenty of how-to posts, forums, learning from others’ experiences, etc.” (Nickels, 2015).An effective strategy for technology-based approaches in creating engaging experiences for millennials is the marriage of a frictionless experience and continuous fresh, engaging content. (Patel, 2017) Mobile Social Platform: Consumer app usage within health and wellness has skyrocketed. Studios and fitness content apps grew 49% from 2017. Wearable fitness devices including fitness bands and smartwatches are recent examples of technology growth drivers. These elevated the market to focus development on a digital level. (Kesiraju, Vogels and Analytics Manager, 2017). The convenience of the mobile device is paramount to (millennials) which has set a new standard with “relentless focus on perfecting technology.” (McGee, 2017).
People catalog their lives in social media, looking great, feeling good and sleeping well are the new luxuries that consumers want. (Weinswig, 2017) The digital health and wellness space requires opportunities for consumers to present their wellbeing to others in story telling or photo/video sharing. Flexibility to market changes: In a US Market Research Report by Corporate Wellness Services in 2017, one of the suggested key success factors within the industry is the ability to alter goods and services within a company to favor the market condition. Currently the millennial generation is looking for authenticity and sustainability, thus products and services in order to be attractive within the market are changing to satisfy ‘greener’ lifestyles. Retailers in the Health & Fitness Industry are beginning to adjust their strategies to target millennials and their desire to not only share experiences via social media, but be engaged with it as well. For example, a popular athleisure brand Lululemon offers complimentary in-store fitness classes to capitalize on the importance of experience and offer an entertainment spot for millennials who share similar interests. (McGee, 2017)
How do we survive? Main Dimensions:
How intense?
How can we be superior?
Information Plethora of reputable sources and evidence-based practice, large social networks leading users to these sources
FIERCE – Here’s why: Sheer number of existing networks toward wellness initiatives. Over 30,000 communities with 2.3billion people participating (Deloitte, 2017)
Our platform accounts for the information and accessibility driver while also delivering wellness information to our users in creative ways.
Technology Many options and programs in existence within wellness and social network industries Design The delivery of information via technology must be designed efficiently easy, user-friendly interactions Sociological Driven cross-generational differences in how each define wellness, if/how they demonstrate to others.The market changes rapidly with new innovations and demands of consumers.
Intensity of social giants’ pull Facebook, Youtube and Instagram are top 3 social media platforms in main consumer health markets in 2016 (Ordonez, 2017) Users themselves are shifting how they look at health and wellness. Consumer is increasingly more informed about health (Ordonez, 2017) leading to DIY mentality.
Must easily adapt to changes as the wellness industry fluctuates, remain flexible yet focused in a changing market. Allow users to contribute to developments, have sense of control over how network is shaped in convenient, efficient manner. Promote way for user to catalog life in meaningful ways Create a cohesive network that has many microinteractions toward holistic, balanced lifestyle.
Key Success Factors Constant Innovation It’s neccessary to constantly develop new ideas and concepts by understanding the needs and change in thoughts of the users in order to become an efficient service or product. Transparency and Trust It’s mandate to build trust among your customers while it’s cardinal in the wellness industry as the service directly effects the customers physically or mentally. So in order to bring loyalty in the customers, it’s foremost to be conspicuous in what we are offering. Community Building In order to succeed, it’s very important to build the sense of belonging among it’s customers in such a way that allows you to be better as a part of that community than you would be without it. Technology is making some aspects of community building much easier, it's still no replacement for the bond that gets created face-to-face.
Resources and Capabilities Tangible Resources
Intangible Resources
Intangible Resources
Capabilities
Using the school facilities to work One year worth of investment for website and domain (15$/month) 5 personal computers 2 cars 1 bike
Existing templates to create first website e.g. Wix Excel sheet for financial planning Access to library, online journals, news Multicultural team Relationships with experts in different modalities Relationships with companies that could be interested in being part of our network. Relationship with social media influencers that can help promote the company
Know-how in the health industry Know-how in medical practices Know-how in business planning and management Know-how in design Know-how in Architecture Experience Brand identity Social network aficionados Access to social network users Research and development Digital marketing Start-up experience
Create a website using existing templates Create a Domain Attract family and friends as investors or collaborators for specific functions Use Excel sheet for financial planning. Attract experts and companies to be part of our network Use influencers for initial marketing plan Use of our experience for a cohesive brand language Create brand identity and a 3-year business plan Attract users and collaborators from different countries.
Competitive Advantage
“ba” will become the first Wellness Social Network that provides millennials an engaging, trusted, and holistic approach to wellness by offering activities in innovating ways and a sense of belonging. Unlike many of our competitors (see competitive analysis), “ba” will achieve what no other health site has done: engage users by changing the notion that ‘health is boring’ (Garrow, J. 2015); and what many popular social networks constantly try to achieve: to be perceived as trustworthy. (Goldsmith,B. 2017) “ba” will connect two of the world’s largest industries (Henry, 2017) in an all-inclusive social network, bridging mind body and soul. Through an attractive platform we will make our users reach their health goals, reduce stress and anxiety, and achieve a habit of well-being. We will accomplish this thanks to our research capabilities, our strong relations with experts, companies and influencers, our brand and business know-how; an in-house Health industry connoisseur and a multicultural team willing to build what no other health site or app has done: A fun, interactive and holistic social network that draws and maintain users in order to impact their lives and their communities in positive and meaningful ways. .
Developing our scenario Scenarios ‘are purposeful stories about how the contextual environment could unfold in time.’ (van der Heijden et al. 2002) We built them by using the 8 steps presented in George Burt’s et al. (2006) journal paper. The initial steps were approached through conversation and brainstorming of the four founders of “ba”. We shared our views about how external factors can impact or affect our organization by using our PESTEL and our overall industry analysis. Below you can find our scenario matrix, descriptions and our application system model to better understand the key variables in each scenario. They visually cover steps 5 to 8. As Gurt, B. et al (2006) stated, by carrying out the scenario methodology we were able to develop our thinking about the contextual environment and its possible evolution
areas 1 Identifying of concern
8 System behavior
for 2 Brainstorming key uncertainties
insights and 7 Identifying potential discontinuities
key 3 Clustering uncertainties
4 Prioritizing uncertainties
and 6 Articulating fleshing out scenarios
5 Developing scenarios Burt, G. et (2006)
0% Healthy lifestyle/mindset
Scenarios Scenario Planning
1. Global hack of social networks in combination with a mindset of cero interest in being healthy.
1. “We are all Rainbow”
2. “WALL-E”
2. A cero health lifestyle and mindset in combination with 100% connected life similar as life seen in movie Wall-E (Disney 2008)where people are not interested in their well-being and they`re constantly connected. More so that human interaction isn't promoted or happening. 0% Tech connection
3. Regulations in social network usage due to health and/or other related negative impacts, will leave the control of SN to the authorities hence causing a decrease in connection. At the same if a pill/food/ tech is created to “fix”diseases or prevent sickness. 4. A society where everybody is connected constantly through all devices (Internet of things) including wearable tech, biotech, etcetera with a combination of ‘miracle’ products that provide necessary vitamins, prevent negative levels of body chemicals, etcetera-.
100% Tech connection
3. “Like Cattle”
4. “Tech saved us all”
Health controlled 100% by miracle pill, food, tech
2
4
A zero health lifestyle and mindset in combination with 100% connected life similar as seen in movie Wall-E (Disney 2008), where people are not interested in their well-being and they`re constantly connected. More so, that human interaction isn`t promoted or happening.
A society where everybody is connected constantly through all devices (Internet of ALL things) including wearable tech, biotech, etcetera, with a combination of “miracle” products that provide necessary vitamin, prevent negative level of body chemicals, etcetera.
We created this scenario based on two main observations gained from our research:
This scenario also states that the world’s population is going to be 100% connected. In addition this scenario sums the Internet of ALL things providing health solutions, medical advances making humans live longer, avoid diseases or even reach a point of human/robot merge. This is based on the following statements extracted from our research: By 2030, medical nanorobots demonstrated in humans are going to be able to extend the immune system. (A360, 2013)
One is based on the world’s population consumption habits. The fact that almost one third of the world’s population is overweight or obese (Institute for Health Metrics and Evaluation, University of Washington, 2013). Or how people are neglecting the body from healthy foods, such as basic fruits and vegetables, and combining it with higher alcohol consumption, the body may have a difficult time processing energy efficiently, which slows the metabolism which might lead to greater obesity rate in future. (Samantha Olson, 2016) Second, the rise of online activities, VR games that promote a “second life”, sedentary lifestyles, and the change in mobility in the future e.g. driverless cars (Hannon, 2016) will reshape the human body into one that can barely move. On average, Americans sit 11 hours a day (LifeSpan, 2013) Sitting really is the new smoking.” (Walton, 2017) Office workers spend 65% to 75% of their working hours sitting (Siddique, 2015)
“Imagine a model of healthcare that’s always available and driven by data so you’re continuously collecting data off your body, about your environment, your nutrition, and activity,” Saxon said. “Then it delivers back to you personalized health care throughout your whole life. You don’t have to be in a brick-and-mortar building to get it, and you have access to the world’s best experts.” (Berman, 2018) Digifit has a suite of fitness trackers (Lauby, 2013) People will begin to collaborate with their doctors and take an active part in their own healthcare. (BC+D, 2016)
The VR market is set to grow at an extraordinary rate in the coming years, with revenues from virtual reality software alone forecast to increase by over three thousand percent in four years. (Statista, 2018)
New technologies like augmented reality, virtual medicine advances, biotech, and wearables will be integrated into the healthcare landscape to provide additional methods for the provision of care, patient monitoring, diagnosis,and treatment. (Singh, 2018)
An underground transportation system connecting New York City to Philadelphia to Baltimore and on to the nation’s capital — enabling people to make the trip in the unheard-of time of 29 minutes. (Hauser, 2017)
Genome editing (also called gene editing) is a group of technologies that give scientists the ability to change an organism's DNA. These technologies allow genetic material to be added, removed, or altered at particular locations in the genome (GHR, n.d.)
Scenario Options 2
4
VR and AR reaches the majority of the world population making life more entertaining and meaningful by being connected. Self-driving cars, hyperloops, and other mobility creations trigger a costant non-walking way of transportation.
Boom in smart devices, advance in wearable and bio tech. Apps that tell you how you body level are and what activities should you do.
The convenience of smart devices at home and work, the invention of robots and a boom in automation decrease human`s need to move.
Development of one nutrition pill, wearable tech advances into targeting speciďŹ c muscles, biochips to provide necessary vitamins. Constant connection without the need of going online. Biochips and lenses tech makes us always connected, always sharing, recording and thinking for us.
A sedentary life fueled by constant connection, TV, work, etc. triggers a global overweight situation where people do not longer want or can move.
Nanorobots constantly curing sickness, & muscle weakness. Human clonation possible. 3D printed organs and gene editing avoids aging and prolong live.
Flying and hyperloop transportation, life lived through VR, majority of obese population, human interaction made solely through screens and virtual lives.
No need for health related activities Human brain transplants are possible to function with machines. A human body is no longer necessary.
Differentiation Strategies “ba” Strategy 1 Create and sustain relationships and partnerships with institutions, centers, and people within the field of wellness in order to achieve a constant flow of information and users for the platform, a marketing promotion tool for users to know “ba”, and possible investment partners. This will target one of our KSF to have constant and trustworthy information that will make our users comfortable with the platform and how the information and connection is perceived. (Vos, 2016). In relation to our target market, we will achieve this by focusing on their top interests or biggest worries trying to constantly addhttps://www.google.com/url?sa=i&rct=j&q=&esrc=s&source =images&cd=&cad=rja&uact=8&ved=0ahUKEwjroJjaqt_ZAhVK
“ba” Strategy 2 Create alliances and/merge with start-ups, programmers and/or other social networks to guarantee certain amount of innovation within the platform. This will mean a constant engaging with user in terms of technology, platform features and networking tools. This will ensure that our KSF of constant innovation and use of technology is always addressed and more so because of our market is addressing health and wellness through technology and digital platforms. (Ordonez, 2018)
Short-term Create partnerships with experts so they would want to invest time & money into the business. By doing this we are ensuring constant participation and up-to-date information. This will also serve as an advertising platform for them that could lead them to more exposure and future on-site clients. Use our relationships with influencers to engage users, generate awareness and promote the network. Partner with global wellness counsellors, health departments in universities, and overall health centers to promote Hauora website and app with their clients. Keep looking into our data generated by tools such as google analytics to know what and how our user want the information and the connections.
“ba” Strategy 3 - Long term Develop a long-term plan to create physical places for our network users to meet, participate, help each other, etcetera. This will sustain our ideal to help our users deal with social media in healthier ways, engage more in physical environments, intrapersonal activities to have a healthy, balanced life (Weinswig, 2017).
Strategies
1 2
Partnerships with health institutions, centers, and experts.
Alliances with start-ups, programmers, and other social networks.
Look online for health information.
TRANSPARENCY AND TRUST
CONSTANT INNOVATION
Want authentic information and sustainable products & services.
Use of technology for health goals.
Create connection.
3
Long term plan to create physical centers.
COMMUNITY BUILDING
Key success factors
Use of technology to relieve stress.
Social driven MKT
Evaluating Business Strategies The following evaluation criteria proposed by Johnson, Scholes and Whittington (2006), helps us see the potential success that our strategies have. In order to handle these three criteria, we as managers, needed to analyze the external and internal environment of our company. This table provides a logical, comprehensive approach to see where and how optimal our strategies are.
Strategies
Create and sustain relationships with health institutions, centers, and experts
Suitable
Feasible
Addresses industry KSFs Resolves strategic problem Makes use of resources and capabilities Fits with existing strategy
Do we have appropriate resources? Can we achieve the appropriate standard? What will be reaction of competition?
YES - It addresses our key success factor of trustoworthy information and transparency by warranting reliable information. It uses our resources and capabilities in terms of the relationships we already have andthe ones we can accomplish.
YES - We have the resources and capabilities to start the foundation for lon lasting relationships with them. Our focus should be in creating the attractiveness of our business so they would want to join us and in making a believable story of how our service is innovative, benefitial and that it creates a healthy community.
Acceptable How will stakeholders react?
YES - They will perceive the value of this strategy and demand it in all of our services. At the same time this can create and increase fundings from strategic partners while creating bigger and better engagemnet with skh.
Alliances and mergers with programmers, start-ups and other social network.
YES - It addresses both key success factors: mantaining constant innovation within our platform and the services we provide and creating a sense of belonning by linking it with existing social networks. It uses our resources and capabilities in terms of the relationships we already have and the ones we can accomplish.
YES IN MEDIUM TERM - We have the resources to launch the service, yet to maintain industry standards (see industry analysis), we will need more financial and human resources.
MOSTLY YES - By accomplishing this we will sustain innovation that will help with customer loyalty and create growth. We will also engage more stakeholders and community collaboration.
Long term plan to create physical centers.
YES - it addresses our key success factor of community building and trust. We will make use of our resources and capabilities to implement this in the future.
YES IN LONG TERM - We have the resources and capabilities in terms of the research and strategy skills we have and how these can play an important role on determing where and how to start implementing physical spaces.
YES IN LONG TERM - They will see the value this will bring to our customers as weel as our stakeholders. We will crete growth and aligns with our blue ocean strategy.
Johnson et al Evaluation criteria (2006)
Stakeholder Map
Hospitals
Government Sleep industry
Universities Health Influencers Partners practitioners Programmers
Food producers
Advertisers
Sports brands
YouTubers
Digital Marketing
Millenials
Investors Spotify and similars
Students
Gyms Fitness gurus
Free-lancers
Employees
Doctors
White-collars
Counselors Clinics
Bloggers
Nutritionists
Therapist Therapists
Personal Trainer
Musicians Social Media Users
Psychologists Yoga Instructor Local communities Internet Users
Chefs
Spiritual Centers
Prioritize our Stakeholders HIGH Investors Programmers Developers
Keep SatisďŹ ed
Monitor Closely Experts
Advertisers
GenZ Users Inuencers
POWER
Government Social Networks
Monitor
Millennial Users Companies that want our service
Bloggers
Industry players
Universities Health Centers
Society
LOW
Brands that sell to our users
Keep Informed BabyBoomers Users
Local Communities
INTEREST
HIGH
Stakeholder’s relationships with “ba” Experts Start-up partners
TECH / IT
Health Org. Brands Universities
Bloggers
“ba”
Millennials Users
Investors
Information
Advertisers Financial Promotion
Understanding our Market A clear, strong understanding of our market helps us define our target market, the direction, the requirements, and the correct marketing strategies we need to have in order to have a competitive position and a congruent organizational strategy. In the following pages we will take a closer look to certain tools that will help us understand where we stand in the market, how can we grow it, and how we can maintain it. Subsequently we will define our target market by understanding their behavior.
Positioning by Differentiation
Informative Mayo Clinic
Remente Well+Good
Cost Leadership
Broad differentiation
Cost focus
Costs differentiation
MindBodyGreen DaoCloud
Health, Wealth & Happiness
Human
Boring
Fun TheChalkboard Magazine
“ba”
Broad Target
Scope
Narrow Target
Pinterest YouTube
We defined the “x” axis in terms of fun vs. boring and the “y” in terms of how the majority of the information displayed in a online social network is perceived by our users. We can see that there is a great space currently unoccupied by competitors that we can seize and that would target our consumer’s ideal points. At the same time, it touches our key success factors and confirms that we are on a right path.
“ba”
Livestrong
AARP
After understanding our key competitors and taking into account our competitive advantage, we decided to position our company using a conceptual map to better illustrate how we want our customers to perceive “ba”.
WebMD
Tumblr Instagram
Perceptual map Useless
Wellness Social Network Social Network
Lower Cost
Differentiation
Competitive Advantage
Michale Porter’s Generic Strategy Matrix, 1985
Blue Ocean Strategy As we saw in our industry analysis, “ba” lies within two of the largest industries (Henry, 2017) hence the competition is fierce. In order to sustain high performance, we need to create bigger opportunities. The Blue Ocean Strategy presents an ideal framework for us to look our industries through a different lens, reaching beyond what we believe is the existing demand, breaking the current market boundaries and focusing on the big picture. The Blue Ocean Strategy was developed in 2005 by W. Chan Kim and Renee Mayborgne, to help companies create new market space or a “blue ocean”, so they could make the competition irrelevant. It will help us find markets where there is less competition so we can reach and protect more consumers. We used The Strategy Canvas tool in order to see the factors where our industries compete and invest. This confirmed the intense competition that exists, but at the same time showed us where value could be added. (see next page). This tool helped us notice which factors can be utilized to help us reconstruct the market boundaries in mainly to pathways: Across Buyer Groups and Across Complementary Scope of Products & Services. (Khai Biau, Y. and Yoke Sun L. n.d.)
Online & Offline Health & Fitness
Social Network Users
Social Network Users
Wellness Seeking Millenials Social Network Users Internet users
Offline Networks People
Groups eg:Family
Communities
Strategy Canvas Based on our research, the rivalry among existing competitors of the five forces analysis (Ordonez, 2017) is one of the most important challenges that “ba” faces throughout the early phase to the launch. 16% of Facebook users post reviews of medication, treatments, doctors or insurers. There are 191.3 million Facebook users in the US posting invaluable content necessary to our brand and 53% of physician practices in the United States have a Facebook page (referral MD,n.d), so we must add Facebook into the canvas as a competitor. Meanwhile, with 244 million monthly active users, YouTube is a main social media that has made consumer health firms go beyond ads and toward stories to engage with the digital consumer (Ordonez, 2017). We also placed YouTube as a second major competitor. Instagram has over 180 million uses of #fitness and it is the “happy place” for fitness professionals because it allows users to leverage influencers (i.e. athletes, trainers) to grow audience (Simple strat, 2017), so we also included Instagram into our canvas. Based on our competitive analysis, WebMD is the most popular source of health information in the US, and is likely to dominate Google search results for almost any medical questions. (Vox,2016) Therefore we also added WebMD into our strategy canvas. Mayo Clinic is another platform heading directly to health websites based on our research, (Ordonez, 2017) so it is also included in this canvas. Besides these, we also chose current social networks that represent the threat and high rivalry in the industry, including Snapchat and Pinterest, and popular wellness applications including Headspace and Remente into our strategy canvas to compare with “ba” (page 20).Based on our key success factors, which are innovativeness, community building online, and trust, we directly include these three into our competing factors since they are the most important features that “ba” embodies (Key Success Factors, page 34).
There are 30,000 communities and 2.3 billion people within Health & Wellness consumers (Deloitte, 2017), so the holistic well-being approach and information are two main competing factors in our canvas. Analysis demonstrates that Millennials want to build communities around healthy living (Weinswig, 2017), so one important factor we include is connection to users. Besides OECD and BRIC nations spending on healthcare will grow 51% between 2010 - 2020 or more than $71 trillion (PwC’s Health Research Institute, 2010), so we include the power of recommending as another factor due to the giant potential for an increasing market. For Millennials, wellness is also a daily, active pursuit, and one they are willing to spend on. (Weinswig, 2017) Therefore we include health offerings activity and rewards and loyalty as two factors. Customizable chatbots to help with customer relation management is important in current social network platform so we include the accessibility and attractiveness as another two competing factors (York, 2018). Our research also indicates that Millennials are increasingly skeptical of authority nowadays (Vos, 2016), so we put connection with experts as another competing factor into our canvas. At the same time, more and more investment of employee health programs suggested to promote employee productivity, morale and higher performance (Lauby, 2013). Many companies tend to build the office gym and create activities for employees to rest and have a balanced work life, therefore we put offline activities as one of the competing factors as well. These 13 competing factors are the most significant in how our users associate social networks and wellness based on our research.
High
Mid
In
I
n
io
at
m or nf
ty
ili
ib
ss ce Ac
n
io ct ne rs n e Co us to
lth gs ea in H ffer ity o ctiv a
ity un m ng m i Co uild ne B nli o
Competing Factors
“ba�
YouTube
Headspace
Remente
Mayo Clinic
WebMD
Re & wa lo rd ya s lty
s
es
en tiv va o n
O ac fflin tiv e iti es
ss tic ng ne lis ei ive Ho ell-b ach t c w pro tra ap At
st
Tru
C w onn ith e ex ctio pe n rt s
Low P re ow -n co er di m of ng m e
Offering Level
Gaining new costumers of the future As we mentioned before, The Blue Ocean Strategy will help us create bigger market opportunities by breaking its boundaries. Another way to look at how we can create a future for our service is to think about it in terms of how we can create and sustain a market leadership. Hamel, S. and Prahalad, C.K. (1994) stated that markets change substantially so there’s no such thing as “sustaining” leadership; it must be regenerated again and again. They ask “future” questions that should be significantly different from the today answers. Which customer do we serve today? Which customer will you serve in the future? We at “ba” can see how by creating a Blue Ocean Strategy, and answering the “future” questions, we can generate a congruent growth strategy of how we are going to reach customers and more importantly, sustain that leadership.
Unarticulated Online & Offline
Unarticulated Online & Offline Health & Fitness
Social Network Users
Social Network Users
NEEDS
Social Network Users
NEEDS
Health & Fitness
Wellness Seeking Millenials
Wellness Seeking Millenials Social Network Users
Social Network Users Internet users
Articulated
Internet users Offline Networks People
Groups
Offline Networks People
Articulated
Groups eg:Family
eg:Family
Communities
Served
Social Network Users
Communities
Unserved
CUSTOMER TYPES
Served
Unserved
CUSTOMER TYPES Adapted from Hamel, S. and Prahalad, C.K. (1994) Competing for the future, Harvard Business Review, vol. 72, no. 4, 122–8.
Shell’s Matrix As a starting business with a service as main offering, it’s difficult to choose the right tools to see how our service will be positioned in the market. Yet, we thought the Shell’s Directional Policy Matrix would be a great tool to use, because it helped us see where our capabilities are at the moment while evaluating them for future strategies. As we can see, our capabilities are ranging from average to weak but in the average- strong profitable. The implication of this means that we are focusing in the correct capabilities for our business to be successful, but we need to “try harder”, “grow” and become “leaders”, something we already noticed in our KSF comparison with our resources and capabilities (see industry analysis). At the same time, we know where and how we want to be positioned in the market, so this tool is an ideal starting point to guide our resources in the correct path. After analyzing our industry we wanted to use the Shell’s Directional Policy Matrix to see where we stand in terms of our resources and capabilities and have a clearer picture on where and which tactics we needed to pursue, and where do we need to invest.
Capital Tech Skills
Weak
Relationship with companies
Brand Identity Advertising Skills
Relationship with Experts Know how in health industry
Physical Resources
Competitive Capabilities
Average
Know how in business planning Work place R&D
Strong
Unattractive
Digital Marketing Graphic Relationship Design with Influencers
Community Good understanding Building of consumers
Leadership
Average
Prospects for sector profitability
Attractive
Understanding our Consumer We began our research by compiling and analyzing secondary research then based on secondary research findings, developed a survey to better understand our target audience. We asked millennials regarding their lifestyle and wellness goals. The survey led us to conduct 8 in-depth interviews with millennials in regards to their decision-making process. We utilized the findings of the primary and secondary research to better understand personas of our potential target segment. We also conducted an empathy map to further explore one of our personas in-depth as well as an effective change model based on millennials decision-making processes.
Why are we conducting a Survey?
After gathering data from secondary research, it was important to take surveys as it can provide broad capability, which ensures a more accurate sample to gather targeted results in which to draw conclusions and make important decisions. A non-intimidating survey environment is one that best suits as respondents are more likely to provide open and honest feedback in online survey method unlike face-to-face survey interviews or telephone surveys which can be intimidating. It can help assess thoughts, opinions, and feelings on overall wellness. By analyzing results, we can immediately address topics of importance and can then compare research data from secondary research and survey results to understand accuracy of behaviour and activity patterns.
• 86% of millennials would rather be healthy than wealthy, What “health” means to this generation (Weinswig, 2017). Can we find out too?
• The most common answers where “physically fit” and happy” (Weinswig, 2017).
Why are we asking those questions?
Is it true? Let’s ask
• Jack Ma, Chairman and Founder of Alibaba stated: Today’s customers want to be healthy and happy, no matter who they are (Weinswig, 2017). Really? Can we ask?
• More than 4 in 5 people worldwide are “extremely” or “very interested” in improving their personal wellness (SRI International, 2010). • Stress managements methods used across genders like Exercise/ Walking, Going online, Watching TV (2 hrs or more/ day), Spending time with family, reading, praying and eating( APA, 2017). Do they use the same methods to manage stress?
• Perhaps the most prevalent contributor to anxiety in Millennials is poor sleep (Beaton, 2016). Can we ask if they know this or pay attention to it?
User Research Survey Data Response Summary
181 participants Male Female Non-Binary
103 78 0
We surveyed 181 people about how they manage their overall wellness. We categorised them by age for analysis and compared the results by age as our target customers are millenials. The results were interesting and it helped us develop patterns.
Age Group 13-15 16-20 21-25 26-30 31-35 36 & above
3 87 46 25 4 15
Rated themselves
Surveys conducted with Survey Monkey.
68 100
69 100
66 100
physically well
mentally well
spiritually well
What is most important to them?
Feeling mentally healthy
Feeling physically healthy Making a difference
Having meaningful relationships
Having financial security
Satisfied with career/school
Feeling spiritually healthy
How do they manage stress?
Pray
What do they to be healthy? Exercising
Listen to music
Exercise
Sleeping well
Meditation
Eating healthy
Surf the internet
Watch television
Having healthy relationships
Hang out with friends
Sleep/ Nap
Spend time with family
Alcohol
Smoke
Others
Having a balanced life
Nurturing soul
Having financial stability
Doing well in school/ career
Others
Are they happy?
Yes 48%
No
11%
Mostly
41%
Our consumer journey Outline: Decision-making, Persona, Empathy, Journey map, Change model. We consider our users at the core of our company. We closely examined our findings in primary and secondary research to develop a decision-making process model, four personas with one in-depth persona via empathy and journey maps, as well as a behavioral change model adapted from healthcare today. (The Open University, Session 9.2) The decision-making tool is “the method used by marketers to identify and track the decision making process of a customer journey from start to finish,” (Professional Academy). This model is helpful for consumers to make more deliberate, thoughtful decisions (UMass Dartmouth). In our purposes we utilized the model to help us build a platform upon how millennials make important life decisions and how they act within each phase. Our survey pointed to major themes amongst current millennials, including stress from school and work. We developed personas from the survey information gathered as well as in-depth interviews conducted by the company’s founders. One persona in particular which warranted further investigation surrounded the theme of stress, named Samantha Miller or “stressed sam” due to the prominence of stress in our primary research gathered. Many of the interviewees discussed limited time or imbalance from stress. “A persona can tell you where your demographic spends time online, what resources they trust and what pain points they’re facing. This makes the persona development process crucial to your marketing success” (Simpson, 2017).
We designed an empathy map to serve as background for the construction of Samantha Miller, including real quotes from interviews and survey findings. It outlined four major areas in which to focus our attention on, thus allowing us to embellish the overall consumer experience from our persona’s point of view, as suggested by the Interaction Design Foundation (2018). The user journey allowed us a template to find our consumers’ potential painpoints and opportunity areas. It highlights areas where technology can ease the burden and challenges faced (Salesforce 2016). We were then able to specifically identify where “ba” was most helpful to our target user personas. There is a pre-existing model of human behavior that we discovered useful to inform our interactive design termed the ‘stages of change model’ (The Open University). This model is often used in health professions to describe the process patients encounter when changing an aspect of their self-care. We studied multiple examples such as smoking cessation (The Open University) or dental hygiene (Freudenthal) to better understand the five stages of change: precontemplation, contemplation, preparation, action and maintenance.
AWARE
ENCOURAGE
DECIDE
EXPERIENCE
Product choice
Post purchase evaluation
Problem Recognition
Evaluation of alternatives Information search
Millennials are products of the information age, forming their awareness of change by the influence of social media networks and evolving technologies.
They incorporate peer reviews, price comparisons, and rewards programs to filter available information in the consumer landscape.
They choose to follow brands backed by positive peer recommendations and that are conscientious of their need to save.
Millennials are likely to give feedback on their purchases via social media networks based on how a product or service facilitates an easier lifestyle.
Research shows that a whopping 81% of Millennials are on Facebook, with an average of 250 friends. They check their mobile devices 43 times a day on average. (Murdough, 2016). Having used these technologies since childhood, most of Millennials have become accustomed to depending on their laptops, cell phones, instant messaging, e-mail, the web, and interactive media in almost all aspects of their lives. (Simoes, 2008).Millennials are a generation engaged in consuming and influencing, one that embraces business and government and believes that such institutions can bring about global change, one that is generally optimistic, and on that has often unexpected attitudes and behaviors. (BCG, 2015)
Millennials are 50% more likely to make price comparison on products in store before purchasing. (Drucker, 2015). They spend an average of three minutes looking for coupons. (Kestenbau, 2015). A positive review from a friend or someone like me is a powerful thing. Relatability is huge for Millennials. (Murdough, 2016).Millennials weigh the integrity of a business model against their own set of values. As such, brands that align with a social cause are big attractors. (Murdough, 2016).One thing that makes millennials like their parents is that almost 80% are influenced by price. (Kestenbau, 2015). Over three-quarters (78%) of Millennials are more likely to choose a brand that offers a loyalty or rewards program over a brand that doesn’t offer one. (AIMIA, 2012). Millennials are much more prone to be influenced by peer-to-peer networks than by “push advertising”: this generation has grown immersed in advertisements and use their nearer social references as a guide on what products are really important to them. (Simoes, 2008)
The peer reviews as an important tool to making a purchasing decision. Twice as likely (than baby boomers) to reference a peer review on products before buying. (Drucker, 2015) A majority of millennials follow brands on at least one social media platform. But they are highly driven by price. A majority of millennials say they follow brands on social media in order to get discounts. Two-thirds of millennials say they will switch brands if they are offered a discount of 30% or more. Only slightly more than one-third say they follow brands to get the latest trends and products and only 7% follow brands to participate in an online community about the brand. (Kestenbau, 2015)
Millennials are 3 times more likely to talk about brands or products in social media, and 10 times more likely to blog about them. (Drucker, 2015) However, while Millennials may be more willing to try something new, they will not become loyal consumers unless the item provides incremental value. Companies that launch new products for the sake of innovation are missing the point; they need to make sure that the innovation actually makes Millennials’ lives easier or creates more customer delight. (Murdough, 2016) Millennials are more likely to use the Internet as a platform to broadcast their thoughts and experiences and to contribute user-generated content. (BCG, 2015)
PRIMARY PERSONA
Stressed Sam ABOUT Samantha is a 24-year-old accountant at Deloitte. She works from 9 to 7 every Monday to Friday and sometimes she needs to work on weekends too. Because of her busy schedule, she doesn’t have enough sleep and exercise and she’s not able to eat on time.
AGE
24
JOB TITLE STATUS LOCATION
BUSY STRESSED
Accountant Single New York, NY
TIRED ADVENTUROUS
WELLNESS BRANDS IN USE
GOALS To live a less stressed life Try to exercise more To sleep more and to sleep on time
PAINPOINTS
NEEDS To find a better way to balance work and life To have a break to adjust body and mental health
PERSONALITY
Not having enough sleep
Introvert
Extrovert
Mood swings because of too much work
Analytical
Creative
Having a hard time to eat on time
Busy Messy Independent
Time rich Organized Team player
SECONDARY PERSONA
Relaxed Rafael ABOUT Rafael is a 30-year-old freelance photographer living in Los Angeles. Because of his job, he only works when he’s booked with photoshoots. He has much free time. He cares about network but he has a love and hate feeling about social media. Social media affect him a lot and he care about people’ reviews.
AGE JOB TITLE STATUS LOCATION
30 Photographer Married Los Angeles, CA
RELAXED HAPPY
GOALS To maintain his health To have a better social network To have a organic and green lifestyle
PAINPOINTS SELF-CONSCIOUS
WELLNESS BRANDS IN USE
Having a love and hate feeling about social media Hates ads
NEEDS To extend his life circle and have more friends other than his clients To become less self-conscious and build up confidence
PERSONALITY Introvert
Extrovert
Analytical
Creative
Busy Messy Independent
Time rich Organized Team player
PRIMARY PERSONA
Fitness Fatima ABOUT Fiona is an 16-year-old athlete in her high school and she does her trainings four times a week. She’s passionate about fitness and she loves exercise. Because of her religion, she has some food restrictions and her culture is very important to her.
AGE JOB TITLE
16 High School Student Single
STATUS LOCATION
Syracuse, NY
FITNESS
CURIOUS
FRIENDLY
ENERGETIC
WELLNESS BRANDS IN USE
GOALS
NEEDS
To follow her current workout routine
To explore more during high school
To live a healthier mental life
To balance her religion and social life
To have better friendship relations
PAINPOINTS
PERSONALITY
Having a very small friends’ circle
Introvert
Extrovert
Her religion restricts some of her activities
Analytical
Creative
Busy Messy Independent
Time rich Organized Team player
SECONDARY PERSONA
Lazy Lars ABOUT Lars is a 20-year-old undergraduate student studying at SCAD. He’s been overweight for many years but he has more intention to lose weight since college. At the same time, the class schedule keeps him busy and having a hard time to find a stable schedule to work out.
LAZY
20
AGE JOB TITLE STATUS LOCATION
LAZY
Student Single Savannah, GA
SELF-CONSCIOUS
LOW MOTIVATION
WELLNESS BRANDS IN USE
GOALS To make more friends To lose weight To have a healthier lifestyle
PAINPOINTS
NEEDS To extend his life circle and have more friends other than his clients To become less self-conscious and build up confidence
PERSONALITY
Doesn’t have time to go to the gym
Introvert
Extrovert
Putting on too much weight recently
Analytical
Creative
Busy Messy Independent
Time rich Organized Team player
Samantha Miller’s
Empathy Map
fears
hopes
• fast food • losing her job • disappointing her family
• she will be successful • that life slows down • she will keep her figure
“I feel so overwhelmed”
THINK + FEEL Influenced by
Using “ba” I feel more balanced I see the areas in my life where I need to improve I love the bright colors + Engaging and fun Its so easy to use
HEAR
SEE
magazines media friends co workers family news
try this app do you want to be gym buddies?
Stressed Sam
SAY + DO “I am trying to work out more” I do (not) sleep enough I go to work everyday
My life is really busy I barely have time for a social life
are you okay?
Samantha Miller’s
Journey Map
Problem
Having a hard time getting up because of lack of sleep
Notice that next month is tax season and will be busier
Problem Having a negative attitude while going to work
SAD
Problem
HAPPY
WAKE UP
Go back home at 10 pm and doesn’t have her own time
Action Had to cancel the planned vacation
Go to the morning meeting to know her tasks today Use Headspace to do a quick meditation
Problem
Multitasking for the whole morning and gets tired
Action Action
Only have one hour for eating and there’s a long line waiting
Problem
Problem
Action
Action
Buy a big cup of coffee as she always does
GO TO WORK
Talk with co-workers and plan for a vacation
WORKING
Action Engage in a fun activity with other co-workers
EATING
Action Take a bath to relax herself and go to bed after that
AT HOME
A-HA! MOMENTS A quick meditation or small activities can help the user have a better start of the day
A coffee seems like a habit when starting a new day but similar and healthier habit can be built at the same time
Working is the longest part of her life now and she spends almost the whole daytime at the office where being with managers and co-workers
Eating was originally a relaxed thing. However in this case, because of the short time and long waiting, eating becomes a burden instead of a relaxed activity
After the whole day of working, she doesn’t have time for herself nor contribute time to the things other than work
Help to develop a healthier eating habits for our users
Design related activities or services to serve the office people with better mood and motivation
Create a service to let ba’s users to develop a better eating habit and positive attitude towards food
Assist ba’s users to have better time management skills and improve productivity so that they can have more time for doing something they enjoy
OPPORTUNITIES Create fun and quick activities with easy access to help ba’s users to get their wellness needs anytime during the day
Think about a way to better serve our users with busy schedule and stressed out most of the time
PRECONTEMPLATION
CONTEMPLATION
MAINTENANCE
Change Model
ACTION
PREPARATION
Adapted from Freudenthal, J. “How to encourage change” The Journal of Professional Excellence: Dimensions of Dental Hygiene
We discovered through this model a spectrum in which our target users lie in their decision to lead a healthier, holistic lifestyle. Some users of “ba” may be attracted to our platform to make a plan of action (preparation) or alternatively continue the balanced lifestyle they already lead (maintenance). Our strategy initiatives are unique to capture the entire millennial audience across this spectrum. We also believed this model in our business development may translate easily to our potential stakeholders in the health and wellness industries. Precontemplation – individual lacks information about consequences regarding lifestyle choices or unaware of healthy alternatives, not thinking about change or believe incapable of it Contemplation – individual is aware of benefits of holistic lifestyle, thinking about making a change in the next 6 months Preparation – individual considers the necessary steps to change, plans on changing within the next 30 days Action – individual becomes user, user has made a change in behavior or lifestyle within past 6 months that promotes mind, body and soul; “Ba” bolsters self-efficacy and reinforces long-term effects Maintenance – user takes steps to prevent relapse and are confident will use “Ba” to continue healthy lifestyle
The Service-quality map model In order to have well though marketing strategies, we wanted to apply The service - quality map model (Parasuraman et al. 1985) to assure that our company is perceived as high quality. Because our offering is a service, it seemed natural that this model would, A, help us pay attention to the common gaps in service delivery, and B, to encourage positive behavior and positive word-of-mouth communication (The Open University, 2017)
Word of mouth communications
Personal needs
Past experiences
Expected service
GAP 5
Perceived services
GAP 1
Service delivery
(including pre- and post-contacts)
GAP 4
External communications to consumers
GAP 3 Translation of perceptions into service quality specifications GAP 2 Management perceptions of consumer expectations
Adapted from Parasuraman et al., 1985
1
GAP
2
GAP
3
GAP
The consumer expectation management perception gap Taking into account how our key success factors relate to this , we are going to reduce this gap by engaging our users through activities based on trustworthy research and information. At the same time by assuring that our constant innovation aligns to our users’ expectations.
Management perception service - quality specification gap We know that because of our lack of IT resources, in the beginning we may not be able to deliver many high-quality designed experiences for our users. However, we will reduce this gap by delivering a few “best - quality” activities. This means quality over quantity.
Service - quality specifications service delivery gap We will reduce this gap while we are reducing gap number 2. In addition we will assure that our service is also met with a sense of belonging by giving our user an opportunity to comment, react, advice and share their experience. By doing this we can touch our KSF of community building and we will have a post delivery positive behavior.
4
GAP
5
GAP
Service delivery - external communications gap Based on some of our co-founders’ experience, we know the importance of the cohesiveness of the brand’s identity through all of its communication channels, internally and externally. We will reduce this gap by assuring that our brand communication aligns whit our company’s mission, vision and values.
Expected service - perceived service Thanks to the identification of our industry’s key success factors, we feel we will reduce or even eliminate this gap by first assuring that the ksf are always perceived by our users, and secondly by exceeding their expectations through the celiery of a unique social network that offers a holistic approach to wellness. This sums our ksf with our competitive advantage.
Marketing Strategies Short Term
Medium Term
Long Term
Develop physical and online advertisements to attract target market with interesting statements using language and graphics that will connect to millenials. These will be positioned in different sites where millennials hang out such as schools, coffee shops, parks, etcetera.
Use our current relationships with growing influencers to talk, blog, and show how are network works to create buzz and attract our target market.
Use of Viral Marketing via popular social networks to create brand awareness and initiate conversations to attract new users.
Create appointments with health centers and institutions to show our website and the benefits it has for their clients, colleagues, and employees. This strategy will go hand in hand with our corporate strategy no. 1.
Use stronger influencers and health & fitness companies to promote our company through advertising, sponsorship and events.
“ba” advertisment prototype
Feel good everyday with
Download the “ba” app to find out how wellness can do for you. Avalable on Apple Store.
Meet
Why “ba” Initially our start-up was named Hauora after the Maori philosophy of health unique to New Zealand. In an in-depth industry analysis, we discovered our target segment within the wellness industry as millennials. We decided to transition our name in order to better appeal to millennials as well as to match our service offerings. We sought a new name that better embodied the spirit of our target audience and the promotion of our company mission; to be more engaging, contextually appropriate and inspiring. “ba” is a shared context in motion (Rogo et. al, 2014). This context is not limited to physical space and in our case, it is on a virtual plane. “ba” was originally proposed by the Japanese philosopher Kitaro Nishida and was further developed by Shimizu. It is a shared space for emerging relationships and the differentiating factor from ordinary human interaction is the concept of knowledge creation (Nonaka & Konno). We propose wellness information in an engaging way on a community-based social media platform. “ba” is intangible, acquired through one’s own experience or reflection on the experiences of others (Nonaka & Konno). Our hope is to encourage our users to be informed and excited about being holistically well, capturing individual and shared experiences.
HAUORA
Determining our brand personality Brand Personality can be defined as a set of human characteristics that are attributed to a brand name. A brand personality is something to which the consumer can relate; an effective brand increases its brand equity by having a consistent set of traits that a specific consumer segment enjoys. Since we have determined our mission, vision, values, ethics, positioning in the market and our target customer segment it helped us scale our personality traits with the help of the following tool. The following tool is mentioned in Ellis, Matt. “Branding colors: everything you need to choose your brand's perfect pigments.�, 22 Jan. 2018, 99designs.com/blog/tips/branding-colors/. Fun
Serious
Spontaneity and lots of energy
Careful thinking and planning
Modern or high tech
Classic and traditional
Cutting edge
Established
Personable and friendly
Corporate, Professional
Accessible to all
Upscale and exclusive
Youthful
Mature
Typeface
Font One reason for looking at number of possible typefaces is to satisfy one’s curiosity. Another meaningful insight is to study the relationship between different letters, colors and sizes, to look for visual analogies which might inspire you.There’s a correlation between how the font looks and what it transpires in our mind. In this context, logo font for a new age holistic wellness approach needs to be bold and interactive.
FONT
ABOUT
Proxima Nova
Proxima Nova (2005) bridges the gap between typefaces like Futura and Akzidenz Grotesk. The result is a hybrid that combines modern proportions with a geometric appearance. I originally released it in 1994 as Proxima Sans (now discontinued). It expanded into the original six fonts (three weights with italics) with a full-featured and versatile family of 48 fonts (eight weights in three widths with italics). In the last few years, Proxima Nova has become one of the most popular web fonts, in use on thousands of websites around the world. It’s designed by Mark Simonson.
GLYPH
CHARACTER
Pp
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghij klmnopqrstuvwxyz0123456789 ¿ ? ¡ ! & @ ‘ ’ “ ” « » % * ^ # $ £ € ¢ / ( ) [ ] { } . , ® ©+_=:;`~ĀǼµßàáâãäåæçèéêëìíîïðñòóôõöøùúûüýþÿ āăąćĉċčďđēĕėęěĝğġģĥħĩīĭįıijĵķĸĺļľŀłńņňʼnŋōŏő œŕŗřśŝşšţťŧũūŭůűųŵŷźżžſƒơư ǻǽǿșțȳȷḃḋḟḣṗṡ ṫẁẃẅạảấầẩẫậắằẳẵặẹẻẽếềểễệỉịọỏốồổỗộớờởỡợ ụủứừửữựỳỵỷỹ
STYLES
Light Regular
Semibold Bold
Extrabold
Extrabold
Black
Black
Regular Italic
Bold Italic
Extrabold
Extrabold
Extrabold
Building a brand color scheme When dealing with abstracts like brand identity, it’s difficult and unwise to ascribe hard and fast rules. In order to explain our process for building a color scheme, we used the following framework.The following tool is mentioned in Ellis, Matt. “Branding colors: everything you need to choose your brand's perfect pigments.”, 22 Jan. 2018, 99designs.com/blog/tips/branding-colors/.
Brand personality traits
“ba”
Target customers
Emotional associations of each color Red — Orange — Yellow — Green — Light Blue — Dark Blue — Purple — Pink — Brown — White — Gray — Black —
passion, importance, attention playfulness, friendly, vitality happiness, optimism, warning nature, stability, prosperity (growth) tranquility, trust, openness professionalism, security, formality royalty, creativity, luxury femininity, youth, innocence rugged, earthy, old-fashioned clean, virtuous, healthy neutrality, gloom, subdued powerful, sophisticated, edgy
Brand Colors BRIGHT SUN
#FBDB48 H:48 S:70% B:98%
R:215 G:219 B:72
C:3% M:10% Y: 83% K: 0%
20%
50%
100%
20%
50%
100%
20%
50%
100%
20%
50%
100%
CARNATION
#F15F5A H:1 S:62% B:94%
R:241 G:95 B:90
C:0% M:78% Y: 61% K: 0%
MONTE CARLO
#80CECC H:177 S:37% B:80%
R:128 G:206 B:204
C:48% M:0% Y: 23% K: 0%
WHITE
#FFFFFF H:177 S:0% B:100%
R:255 G:255 B:255
C:0% M:0% Y:0% K:0%
Logo Type: Wordmark These are uniquely styles text logos that spell out the company or brand name. Many times, custom fonts are created specifically for brands to use across all their marketing and branding collateral.
Options and Styles
App Design
Create an account Already have an account? Log in
App Design
Home
Activity
Challenge
Join me Home
Activity
Challenge
Join me
Tristan Toby 8:00am
Sign up with Google
Roma Jeff 8:00am
BODY
Sign up with Facebook or sign up with email Email address
Challenged Sarah
8:00am
Peter Pan
How do you feel today? Depressed
Anna Kendrick
8:00am
MIND
SOUL
Sarah Parker Accepted Challenge
8:00am
Tristan Toby 8:00am
Password Tristan Toby
Next Log in
8:00am
Tristan Toby 8:00am
Tristan Toby 8:00am
App Design
Home
Activity
Challenge
Join me
Home
Activity
Challenge
Join me
Home
Activity
Challenge
Ready for some mindfulness?
Age : 24 yrs | United States
Ralph Laurent Age : 22 yrs | Russia
You’ve got a match based on your Interest!
Home
Activity
Challenge
Join me
Let’s create!
3:00 Ralph Laurent
Join me
App Design
Home
Activity
Challenge
Join me
Home
Activity
Challenge
Join me
Let’s stretch it out!
Home
Activity
Challenge
Join me
Home
Activity
Challenge
Join me
Website & App Mockup COMMUNITY
WELLNESS
ABOUT
BLOG
HELP
LOG IN
SIGN UP
Wellness in motion Reimagine yourself JOIN US
Join us on our path to happiness Lorem ipsum dolor sit amet, conLorem ipsum dolor sit amet, conLorem ipsum Lorem ipsum dolor sit amet, conLorem ipsum dolor sit amet,
Play your way to wellbeing “ba” will become the first Wellness Social Network that provides millennials an engaging, trusted, and holistic approach to wellness by offering activities in innovating ways and a sense of belonging. Unlike many of our competitors, “ba” will achieve what no other health site has done: engage users by changing the notion that ‘health is boring’ and what many popular social networks constantly try to achieve: to be perceived as trustworthy.
LEARN MORE BODY
MIND
SOUL
Understanding our Business Model
Business Model Attributes This model was taken from Tauscher, K., and Laudien, S. M., 2015 to use as a layout guide for our own company to have a better understanding of how marketplaces work and how a layout to offer such a business proposition would look like for us. It gives us an understanding of our attributes and theirs specifications within a specific context. (Tauscher K., and Laudien, S. 2015) At the moment, this tools worked for us in three ways, first, we can see how we create, deliver and capture value within our organization and for our customer; second, it helped to create our Business Model Canvas. Thirdly it gives us strength and focus to present to investors of how value is created within “ba� and why becoming a marketplace in the medium term is a good strategy for our business.
Value Creation Dimension
Value Delivery Dimension
Value Capture Dimension
Business Model Attributes
Specifications
Platform type
Web-based platform with a mobile app
Key activity
Content creation - Wellness activities based on trustworthy research
Price discovery
Set by sellers
Review system
User reviews as well as marketplace
Key value proposition
Emotional (holistic approach to health) value and Social
Transaction content
Service
Transaction type
Digital
Industry scope
Vertical in the beginning- reaching for horizontal
Marketplace participants
B2C - B2B
Geographic scope
Global
Key revenue stream
Venture Capital / Advertising / Marketplace / App Stores / Subscription
Pricing mechanism
Fixed pricing
Price discrimination
None
Revenue source
Buyer / Third party
Emerging stage: focusing on B2C value proposition and securing a consumer audience
COMPANY
GULLIBEAR
TIWAGO
“ba”
VALUE PROPOSITION B2C For volunteers: information on projects, NPOs and missions B2B For NPOs: Investigating the web for recruitment, fundraising, communication
B2C Blend the micro-blogging and social network experience into one travel oriented community website B2C For millennials who want to have a healthier more balanced life.
OFFER
AUDIENCE
REVENUE STREAM
B2B RELATIONSHIPS
Homepage on No's Projects
Social networks communication 200 followers
Free for volunteers and Nos for 1 year then Freemium subscription for NPOs
None Even if prescribes, foundations and NPOs have been surveyed
Travelers can share with followers their travel experience instantaneously and on the move.
Users can, through different activities, improve their overall well-being; divided by three categories: mind, body, and soul.
Social Networks communication 800 contributors
Social Networks Millennials
No monetization Plans to have 3 types: 1. Advertising 2. Affiliations 3. “gamization” Free trial for the first 3 months. Monetizing by: 1. $1 USD subscription 2. Venture capital 3. Advertising & Marketplace 4. Revenue from app stores
None Based on internal developments
Maybe - Develop B2B with companies to spread the platform through their employees - Same could apply to schools
L. Muzellec et al. / Industrial Marketing Management 45 (2015) 139–150
STABLE VALUE PROPOSITION (VP) OVER TIME
REVENUE STREAM
Analyzing other Internet Start-ups In order to develop our business Model Canvas, we took Muzellec, et al. 2015 ‘Two-sided Internet platforms: A business model life cycle perspective, to help us understand how our marketing strategies could evolve by comparing them to other Internet companies. Based on this, we felt our business had similarities with Gullibear and Tiwago in terms of stage and revenue stream respectively, as its showed on the case and we wished to compare it. Embryonic Stage
Emergent Stage
Growing Stage
Maturity
TIME “ba” GULLIBEAR TIWAGO
L. Muzellec et al. / Industrial Marketing Management 45 (2015) 139–150
In order to find the most strategic home site for “ba,� we explored the process of registering a company in each of our respective home countries: China, India, Mexico and the United States. We considered factors such as ease of doing business, available market space, and registration fees. We decided to start in the US and remain open to international expansion in our home countries.
Legal & Funding Our decision to place our home base for “ba” in the United States was made bearing in mind our eventual plan to expand internationally. The four founders are currently residing in the U.S. as well as one of our main resources Savannah College of Art and Design located in Savannah, GA. Doing Business Organization ranking of countries in terms of “ease of doing business” ranked our countries: United States no. 8, Mexico no. 47, China no. 78 and India no. 130. According to Doing Business Organization, reforms to Mexico, China, and India have made it easier to start a business. China made starting a business easier by introducing a single form to obtain a business license, organization code and tax registration. India made getting electricity faster and cheaper by streamlining the process of getting a new commercial electricity connection. There are several organizations and government institutions that help entrepreneurs establish and grow their business in Mexico. Yet, these are still slow and do not work as they are supposed to (Doing Business Org, 2017). According to SelectUSA, the US offers the largest consumer market on earth with a GDP of $18 trillion and 325 million people. According to Statista, 81 percent of the U.S. population had a social media profile in 2017. It is the third largest social network user base in the world following India and China. The annual registration fee in the state of Virginia for nonstock corporations is $75 USD (compared to $200 in Mexico). We plan to pursue trademark of our brand in the short-term which will require a $400 application fee. The U.S. offers a significant “safeguard by a robust intellectual property protection framework” (SelectUSA).
TOTAL ESTIMATING COST OF LAUNCHING THE APP $45,400
APP DEVELOPMENT
DESIGN
STARTUP COSTS
FRONT END
UX/UI
MARKETING
BACK END
VISUAL DESIGN
SUPPORT
TESTING
COPYWRITING
$2,400
$ 40,000
$3,000
App Cost Structure App Development: Estimated cost: 12 developers by Clutch, total cost $40,000 Some features "ba" will have and need front-end developers to work on: Email Login: Collect emails is useful for our marketing efforts. Social Login: Login with Facebook and Google. From the marketing point of view, social logins provide us with important user data. Social Integration: This is the feature that allows apps to post on a user’s social media. It can be leveraged to boost your app’s growth through “word-of-mouth” and “viral” marketing. User Profiles: "ba" will allow users to create their own user profiles. In-App Purchases: "ba" will charge users $1 after the first three months. Geo-Location: This feature will locate users or collect data about their geographic location, which will help us make users' experience more relevant to them and collect valuable data. Startup Costs Estimated cost: $2,400 Four of us will use all our resources to have some influencers and schools to promote "ba' at first, and we will negotiate with some brands to get the sponsorship of some advertisements on the App. The estimated number was based on howmuchtomakeanapp.com and our result is as below: http://howmuchtomakeanapp.com/e/mpmziftlofbl
Design: Estimated cost: $3,000 Visual design: Prasanna will work on visual design of both "ba" App and website. Zero cost. UX design: Beatrice will support Prasanna on visual design and at the same time work on UX design. She will focus on user behavior and uses data to design user experiences that deliver specific results. The result would start with a successful onboarding to making the product become an everyday part of a user’s life. Zero cost. Icon, logo and branding: The four co-founders will work on branding together. Prasanna and Beatrice will work on Icon specifically. Zero cost. Copywriting: The best user experiences have copy that excites and compels. Since it takes a lot of effort to identify the style of voice and tone that matches "ba", we will hire a persuasive copywriter that motivates users to explore the app. The copywritter will clearly state the benefits and help users understand the value of using the different features "ba" has $3,000.
Website Cost Structure Marketing Cost: Estemated cost $1,000 "ba" is a professional website and active in the community, blogging, attending "ba" related events, social networking, and generally being an information providing resource. So "ba" will spend a considerable amount of time and money on website. Planning Cost: Estimated cost: $400 As we design the website, we will meet with the professional team and talk about our goals and key activities that we would like to make our website for. We would spend a little more time figuring out what the final action of the website would be, and then work toward that final action in the overall architecture of the site. We would meet two professional website consultants with the billable rate two hundred dollors an hour, we meet with them for two hours, that equals $400. Design Costs Estimated cost: $0 Four of us will design together.
Management of Website Cost: EstImated cost $0 "ba" will have a project management system and Lorenza will work as project manager dedicated to be the lead in the project. All number based on “how much does a professional website cost� https://www.blackbeardesign.com/how-much-does-a-website-cost/
Website Testing and Launch Cost Estimated cost: $500 "ba" will have IT support people to help with the website test and launch, domain name and email, which is an important part for the business.
Website Maintenance & Support Cost: Estemated cost $500 After launching, "ba" will have IT team have specific number of hours for a set number of months for any bugs, improvements, training or consultation. This way we make sure our website run well.
Development Cost: Estimated cost: $4,000 "ba" will hire a team of developers and challenging them to push the limits of what websites can do. Developers try and optimize the code to load faster and write it clean so there are no errors in the code. They usually write code in an advanced language like PHP or ColdFusion, which makes updates easier and more cost effective in the future or even run a content management system.
TOTAL ESTIMATING COST OF LAUNCHING THE WEBSITE $6,400
MARKETING COST
APP DEVELOPMENT MANAGEMENT OF WEBSITE
APP DEVELOPMENT MAINTENANCE & SUPPORT
PLANNING COST
DESIGN COSTS
DEVELOPMENT COST
WEBSITE TESTING AND LAUNCH
Expected Expenses
First Year
Second year
Third Year SW development, maintenance and incremental features
100
Operational Costs Marketing and Promotion
THOUSAND
50
HW Equipment Legal
10
2 1
Expected Income
First Year
Second year
100
THOUSAND
50
10
2 1
Personal Funds
Funding family and friends
Venture Capital
VC from a online funding e.g. Kickstarter
Advertising
Marketplace
Subscription
Revenue from app stores (iOs & Android)
Third Year
Here’s an overview of our expected income for our first three years. In the first year, we are expecting approximately $3,000 USD from personal and friends & family funds. This will go towards the setup of the website, some initial promotion and extra costs derived from the day-to-day work, e.g. transport, At the same time we are planning on launching a Kickstarter campaign to raise money for SW development and to attract more Venture Capital. By the end of the first year, we expect some income from brands wanting to advertise in our site, subscriptions that will start in month 3 of launching at $1 USD and finally, revenue given from app stores such as iOS & Android that pay around $1,000 to $5,000 USD per month for popular apps. (Charuza, P., 2017) The revenue stream from this last sources is expected to increase in the following 2 years as the chart shows. Based on the nature of our business, creating income from Marketplace seem natural. Curated advertising from companies within the wellness industry can work as a step to launch a marketplace to sell their product through our site. This set up will be done at the end of year one, seeing the first revenue in year two.
Business Model Canvas Key Partners
Key Activities
We identify 3 types:
- Platform design, development and operation - Implementation of marketing and promotion activities - Content generation based on truthful information - Creation of key partnerships
1. Strategic alliances e.g. health and fitness institutions, community centers, schools. 2. Joint Ventures e.g. programmers, other start-ups, experts in within the indsutry 4. Buyer-Supplier relations e.g. IT support, wellness companies, atheleisure, etcetera.
Value proposition For: millennial digital consumers Who: seek productivity, connectivity and healthy lifestyles
Customer Relationships - Self-service in terms of activity engagement - Community building for networking, reviews and recommendations.
Is a: social media platform online That provides: a holistic approach to wellness
Key Resources - SW development know-how - Business know-how - Design know-how - Design thinking and UX know-how - Access to libraries, data bases, work space - SCAD’s network and alumni - Computers
Cost Structure - SW development and implementation - Marketing activities - Business set-up
Our guidelines: help us deliver industry leading services centered on the complete user’s sense of wellbeing, mind body and soul.
MILLENNIALS Born : 1981 - 2003 Age : 13-36 yrs The Pew Research Center defines millennials as those born between 1981 and 1997 (Fry, 2016). But Rand Corporation may extend the age group ranging between 1980-2004(Weinbaum, et al, 2016).
The: company “ba”
Unlike: the many platforms and applications that only provide one topic of wellness or none at all
Customer Segments
Channels - Website - Mobile app - Health centers, institutions, schools
Revenue Streams - Initial personal funding - Initial funding from family and friends - VP from online site e.g. Kickstarter - Venture capital - Advertising - Develop of a Marketplace
ZAG In his book “Zag” (2006) Marty Neumeier identifies 17 checkpoints of the design process. We used this as a final analysis tool to wrap up, and identify our key components in our business. At the same time, it serves the founders and every stakeholder to have a quick yet complete understanding of what “ba” is all about. Who we are? What do we do? Who is our competition? How are we going to promote? etcetera, these and more questions are answered in a concrete and simple manner.
Our users learn tips and activity how-tos as well as share wellness success stories forming community groups.
Engaging tutorials, online chat spaces, personal cataloging of progress and maintenance.
14. What to they experience?
Marketing and promotion through digital platforms as well as physical spaces visited by Millennials and health institutions. Use of influencers .
13. How do people engage with you?
With enjoyable activities and see results and improvement in well-being.
Grow communities in network, look to international markets (China, India, Mexico), develop brick-and-mortar spaces Our company’s management philosophy 15. How do you is more concerned with earn their the long-term gains. We loyalty? tailor advertising and 16. How do you promoted content toward extend your our community of users. success?
17. How do you protect your portfolio?
12. How do you spread the word? We learn how to live better, together. 11. How do you explain yourself?
“ba”
10- What do they call you?
“ba” a shared context in motion.
1. Who are you?
2. What do you do?
Wellness Social Network
4. What wave are you riding?
8. Who loves you? 5. Who shares the brandscape?
7. What should you add or subtract? 6. What makes you the “only”?
Millennial users who are living evidence of the information age (Evry).
Add financial backing, make complex wellness information seem user-friendly
Neumeier, M. (2006), ‘Zag: The Number One Strategy of High-Performance Brands’ California. New Riders.
“ba” provides a platform for natural communities to develop on the basis of shared knowledge and holistic wellness.
3. What’s your vision?
9. Who`s the enemy? Facebook, Instagram, the major social media giants who offer quantity not quality.
We are “ba,” an interactive social media site where our users can achieve mind, body, & soul.
We are the only social media site which solely focuses on wellness and holistic lifestyles.
“ba” will become the leading go-to social network connecting people that want to achieve a holistic wellness lifestyle.
Trend towards greener lifestyles amongst millennials. Despite concern for global climate change, a recent Nielsen global online study found that millennials are the most willing to pay for sustainable offerings Youtube, Instagram,
Snapchat, Pinterest, Headspace, Remente, Mayo Clinic, WebMD, Facebook
References:
(2013) ‘Sizing up Social Networks for Wellness’ WebMD Health Services. July 30 . At: https://www.webmdhealthservices.com/2013/07/30/sizing-up-social-networks-forwellness/ (2017) ‘PESTLE Analysis - Political, Economic, Social, Technological, Legal, Environmental factors of wellness’, December. At: http://www.healthplace4u.com/pestle-w/122530-pestle-analysis-wellness.html (2017) ‘Wellness SWOT analysis. At: http://www.wikiwealth.com/swotanalysis:wellness’ (2017) Deloitte. ‘Health and Wellness at the Consumer Goods Forum’, at: https://www2.deloitte.com/global/en/pages/consumer-business/articles/healthwellness.html (2017) Health and Well-being Touchstone Survey results’ PwC. At: https://www.pwc.com/us/en/hr-management/publications/touchstone-2017.html (n.d) ‘What is Wellness?’ University of California Davis. Student Health and Counseling Services. At: https://shcs.ucdavis.edu/wellness/what-is-wellness 2017 ’Corporate Wellness Services in the US: Market Research Report’ October 2017. At: https://www.ibisworld.com/industry-trends/specialized-market-researchreports/life-sciences/wellness-services/corporate-wellness-services.html BD+C Staff (2016) ‘8 of the most interesting trends from Gensler’s Design Forecast 2016’ Building Design + Construction. Industry Research. At: https://www.bdcnetwork.com/8-most-interesting-trends-gensler%E2%80%99sdesign-forecast-2016 Beaton, C. (2016) ‘8 Habits That Make Millennials Stressed, Anxious, and Unproductive’ Forbes. Under 30. February 18th. At: https://www.forbes.com/sites/carolinebeaton/2016/02/18/8-habits-that-makemillennials-stressed-anxious-and-unproductive/#ae1307f1ef1f Berry, L., Mirabito A., and Braun, W. (2010) ‘What`s the Hard Return on Employee Wellness Program’ Harvard Business Review. Financial Management. December At: https://hbr.org/2010/12/whats-the-hard-return-on-employee-wellness-programs Fromm, J. (2017) ‘Why Label Transparency Matter WHen It Come to MIllennial Brand Loyalty’ Forbes. CMO Network. December 31st. At: https://www.forbes.com/sites/jefffromm/2017/12/13/why-label-transparencymatters-when-it-comes-to-millennial-brand-loyalty/#7de3fc983dac Fry, R. (2016) ‘Millennials overtake Baby Boomers as America’s largest generation’ Pew Research Center. At : http://www.pewresearch.org/fact-tank/2016/04/25/millennials-overtake-babyboomers/ Global Wellness Institute. At: https://www.globalwellnessinstitute.org Greene, L. (2017) ‘How wellness trend may shape health industry in 2017’ Fox News. Healthy Living. February 23rd. At: http://www.foxnews.com/health/2017/02/23/howwellness-trends-may-shape-health-industry-in-2017.html Gustafson, I. (2017) ‘ Younger Consumer Are More Health Conscious Than Previous Generations.’ Huffington Post. January 23rd. At: http://www.huffingtonpost.ca/timigustafson/younger-consumers-are-mor_b_14290774.html Kesiraju, L., Vogels, T. and Analytics Manager (2017) ’Health and Fitness App Users Are Going the Distance with Record-High Engagement’ Flurry Analytics. Yahoo. At: http://flurrymobile.tumblr.com/post/165079311062/health-fitness-app-users-aregoing-the-distance Lagnado, L. (2018) ‘Walk-in Doctor Visits at Work? Welcome to the Office Health Center’ The Wall Street Journal. Health. January 8th. At: th
https://www.wsj.com/articles/walk-in-doctor-visits-at-work-welcome-to-the-officehealth-center-1515420543 Lauby, S. (2013) ‘5 Social Apps To Encourage Employee Health and Wellness’ Mashable. February 9th. At: http://mashable.com/2013/02/09/social-healthwellness/#inIvo8ArOuqM Mann, E. (2017) ‘Mind the Gap: How the Generations View Their Health Differently’ Rally Health. May 31st. At: https://www.rallyhealth.com/engagement/mind-gapgenerations-view-health-differently Meyer, E. ‘Leading Employer Use Social Networking Wellness Platform from Shape Up’. ShapeUp. April 12th. At: http://www.shapeup.com/leading-employers-usesocial-networking-wellness-platform-from-shapeup/ Niven, R. (2011) ‘The Role of social media in community building and development’ The guardian. December 8th. At: https://www.theguardian.com/voluntary-sectornetwork/community-action-blog/2011/dec/08/facebook-social-media-communitydevelopment O’Connor L. (n.d.) ‘The New World of Healthcare: What Millennials Want’ Greyhealth Group. At: https://ghgroup.com/sites/default/files/201611/952165_ghe_white_paper_final.pdf Ordonez,C. (2017) ‘Opportunities to capture the new digital health consumer’ Retrieved from Euromonitor International at: www.portal.euromonitor.com.library.scad.edu Schroeder, J. (2017) ‘Millennials, This is What Your Anxiety Is Telling You’ Forbes. Under 30. April 6th. At: https://www.forbes.com/sites/julesschroeder/2017/04/06/millennials-this-is-whatyour-anxiety-is-telling-you/#56d1a2fb1176 The Hartman Group. (2015) ’Consumer Trends in Health and Wellness” Forbes. November 19th. At: https://www.forbes.com/sites/thehartmangroup/2015/11/19/consumer-trends-inhealth-and-wellness/#5bf709d313e0 Tyson, M. (2016) ‘Millennials Want Brands TO Be More Authentic. Here’s Why That Matters’ Huffington Post. The Blog. January 21st. At: https://www.huffingtonpost.com/matthew-tyson/millennials-want-brandst_b_9032718.html Weinswig, D. (2017) ‘Wellness is the new Luxury: Is healthy and Happy the Future of Retail‘ Forbes. Retail. June 30th. At: https://www.forbes.com/sites/deborahweinswig/2017/06/30/wellness-is-thenew-luxury-is-healthy-and-happy-the-future-of-retail/#3c5e3a5f8323 Wellness Evidence, (2014), At: .http://www.wellnessevidence.com/wellnessevidence Wellness. (n.d.) Global Wellness Institute. Empowering Wellness Worldwide. At: https://www.globalwellnessinstitute.org/about-us/ Wellness. (n.d.) World Health Organization. At: http://who.int/en/ Wellness.(n.d.) National Wellness Institute. At: http://www.nationalwellness.org/ Berman, A. (2018) ‘The Future of Digital Health: Personalized Health Care Beyond the Doctor's Office’ SIngularity University. At: https://singularityhub.com/2018/02/09/whats-next-in-digital-health-a-doctorsappointment-without-leaving-the-house/#sm.00001d1s1svxeeckpt71f4ql76of5 Singh, N. (2018) ‘Innovative Trend that Will Transform Healthcare Industry in 2018’ Entrepreneur India. January 2. At: https://www.entrepreneur.com/article/306839 Govette, J (2017) ‘7 Amazing Healthcare technological advances for 2017’ Referral MD. At: https://getreferralmd.com/2017/01/17-future-healthcare-technologyadvances-of-2017-referralmd/
Laurie,M (2009) ‘Technologies Shaping the Future of Social MEdia’ MAshable. At: https://mashable.com/2009/06/01/social-media-future-tech/#HuUkgJl36iq0 York, A. (2018) ‘6 Social Media Trends that will Take Over 2018’ Social Sprout. Engagement. At: https://sproutsocial.com/insights/social-media-trends/ Singh, S. (2014) ‘The 10 Social And Tech Trends That Could Shape The Next Decade’ Forbes. Autos. May 12th. At: https://www.forbes.com/sites/sarwantsingh/2014/05/12/the-top-10-mega-trends-ofthe-decade/#4e4322efa62c Powell, K. et al (2015) ‘The role of social networks in the development of overweight and obesity among adults: a scoping review’ BMC Public Health. Retrieved from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4589958/ Henry, Z (2017) ‘Meet the biggest Money-making Industries of 2017’ INc. 5000. At: https://www.inc.com/zoe-henry/inc5000-2017-5-biggest-industries-revenue.html Schriever, N. (2017) ‘Ranking the biggest industries in the US economy’ Blue Water Credit. March 18th. At: http://bluewatercredit.com/ranking-biggest-industries-useconomy-surprise-1/ (2018) ‘ Number of active virtual reality user worldwide from 2014 to 2018’ Statista. At: https://www.statista.com/statistics/426469/active-virtual-reality-users-worldwide/ (2013) ‘ Sitting Disease is Taking a Toll on Your Body’ Life Span Fitness. April 4th. At: https://www.lifespanfitness.com/workplace/resources/articles/sitting-all-day-istaking-a-toll-on-your-body Jamison, L. (2017) ‘ The Digital Ruins of a Forgotten Future’ The Atlantic. December. At: https://www.theatlantic.com/magazine/archive/2017/12/second-life-lesliejamison/544149/ Walton, A. (2017) ‘Longer Bouts Of Sitting Linked To Greater Risk Of Death, Study Finds’ Forbes. September 12th. At: https://www.forbes.com/sites/alicegwalton/2017/09/12/longer-bouts-of-sittinglinked-to-shorter-lifespan-study-finds/#74c6ed483686 Siddique, H. (2015) ‘Office employees should be on feet for four hours of working day, study says’ The Guardian. Health adn Wellbeing. June 1st, At: https://www.theguardian.com/lifeandstyle/2015/jun/01/office-workers-on-feetstanding-fours-hours-day-study-health Walsh, B. (2011) ‘THe Dangers of Sitting at Work’ Time. Prevention. April 13th. At: http://healthland.time.com/2011/04/13/the-dangers-of-sitting-atwork%E2%80%94and-standing/ Bughin, J. et al (2013) ‘Ten IT-enabled business trends for the decade ahead’ Mckinsey. May. At: https://www.mckinsey.com/industries/high-tech/our-insights/tenit-enabled-business-trends-for-the-decade-ahead Hauser, C. (2017) ‘29 MInutes From New York to Washington? Elon Musk Teases a New Hyperloop’ New York Times. Business Day. July 20th. At: https://www.nytimes.com/2017/07/20/business/elon-musk-hyperloop.html KOlata, G. ‘Yes they Cloned Monkeys in China. That doesn’t Mean You`re Next’ New York Times. At: https://www.nytimes.com/2018/01/24/science/cloned-monkeyschina.html (2018) ‘Countdown to the singularity 2013-2038’ Singularity University. Predictions. At: http://www.meioemensagem.com.br/wp-content/uploads/2018/01/Countdownto-the-Singularity-2013-to-2038.pdf (n.d.) ‘What are genome editing and CRISPR-Cas9?’ Genetics Home Reference. US National Library of Medicine. At: https://ghr.nlm.nih.gov/primer/genomicresearch/genomeediting (2017) ‘3D Bioprinting is the Future of Transplants’ Futurism. Tech. At: https://futurism.media/3d-bioprinting-is-the-future-of-transplants
(2016) ‘ How Technology IS Changing The Future Of Organ Transplants’ Organ Donation Education. Orgamites. October 12th At: http://orgamites.com/technologychanging-future-organ-transplants/ (n.d.) ‘Registro de Marca ante el INPI’ INPI. At: http://www.inpi.com.mx/ Marker, G. (n.d.) ‘Mexico: ¿Que hacer para constituir una nueva empresa?’ Gestion. At:https://www.gestion.org/economia-empresa/creacion-deempresas/35706/mexico-que-hacer-para-constituir-una-nueva-empresa/ (2017) ’Doing Business 2017. Equal Opportunity for all’ World Bank. Doing Business Organization. At: http://www.doingbusiness.org/~/media/WBG/DoingBusiness/Documents/AnnualReports/English/DB17-Report.pdf Burt, G., Wright, G., Bradfield, R., Cairns, G., and van der Heijden, K. (2006). ‘The role of scenario planning in exploring the environment in view of the limitations of PEST and Its derivatives’, International Studies of Management and Organization, 36 (3), pp. 50-76. Borges, L and Simoes, L. (2008) ‘Consumer Behaviour if the Millennial’ Universidad Fernando Pessoa. Research Gate. April. At: https://www.researchgate.net/publication/253085064_Consumer_Behaviour_of_the_ Millennial_Generation Barton, C., Fromm, J., and Egan, C. (2012) ‘The Millennial Consumer. Debunking Stereotypes.’ The Boston Consulting Group. April At: https://www.bcg.com/documents/file103894.pdf Murdough, C. (2016) ‘How Millennials Make Purchase Decisions Today’ Affirm. At: https://www.affirm.com/content/how-millennial-shoppers-make-purchasingdecisions/ Kestenbaum, R. (2017) ’This is How Millennials Shop’ Forbes. Retail. June 14 th. At: https://www.forbes.com/sites/richardkestenbaum/2017/06/14/this-is-howmillennials-shop/#372ca0bb244c Ordun, G. (2015) ‘Millennials (Gen Y) Consumer Behavior, Their Shopping Preferences and Perceptual Maps Associated With Brand Loyalty.’ Canadian Social Science. Vol.11, No. 4, 2015, pp 40-55 At: http://www.cscanada.net/index.php/css/article/view/6697/pdf_294 Drucker, L. (2015) ‘Millennials: Changing Consumer Behavior’ Goldman Sachs. Macroeconomic Insights. May. At: http://www.goldmansachs.com/ourthinking/pages/millennials-changing-consumer-behavior.html (2010) ‘Millennials. A Portrait of Generation Next’ Pew Research Center. February. ConsumerAt: http://www.pewsocialtrends.org/files/2010/10/millennials-confidentconnected-open-to-change.pdf Goldsmith, B. (2017) ‘Trust the news? Most people don't, social media even more suspect - study’ Discover Thomson Reuters. June 21st. At: https://www.reuters.com/article/us-media-news-survey/trust-the-news-most-peopledont-social-media-even-more-suspect-study-idUSKBN19D015 Tafavoti, E. (2017) ‘7 Healthcare Websites That Don't Suck (and Why)’ Planet Argon. April 13th. At: https://blog.planetargon.com/entries/7-healthcare-sites-that-dontsuck-and-why Garrow, J. (2015) ‘Public Health is Boring’ Medium. Blog. May 13th. At: https://medium.com/rebel-public-health/public-health-is-boring-d7c9b9792787