USP
This product will provide a completely new experience for every zoo. It will get more customers and earn more profit! It also gives you a chance to teach your visitors about the animals and what your does to help and protect them.
Generic competitive strategy
As a generic competitive strategy, it will be a differentiation strategy. This because the product is a new concept and doesn’t have a lot of industry competitors yet. Furthermore the product differentiates itself from other virtual and augmented reality products that are already on the market. It focuses on superior performance through focussing on customer benefits.
What kind of business model
For the kind of business model the focus is on the reverse razorblades. The product is sold to zoos for quite a lot of money and after that every time the product is used it will require a small amount of money. So people think that it’s only a small amount of money they have to pay so they will pay it more often since the costs are so low, even though the whole product costs a lot of money. Besides the reverse razorblades, the focus is on the service since this is what the end user will see instead of focussing on the product. The product is merely the way to enjoy the service and needed to facilitate the service. In the end it’s the service that sells itself and people need the product in order to use the service.
1) Customer segments
Primair
- Different zoos who need to buy the product
- Other locations who can buy the product (e.g. museums or aquariums)
Secundair
- Zoo staff who need to clean the product
- The company who manufactures the product
- The shipping company
- The people who instal and repair the product
- The visitors of the zoo
Key questions
1. For whom are we creating value?
The product creates value for the zoos in which the product operates.
2. Who are our most important customers?
Zoos are the most important customers since they initially buy the product, but they are not the end users. Those end users are the visitors of the zoo who use the product. Those are the people who generate the profit by using the product.
2) Value propositions
The product responds to unknown needs and wants both from zoos as from visitors. This is combinated with new techniques that are novel to the crowd and need to let people try it in order for the techniques to become widely accepted. Besides this, this product offers a new way to educate people.
Key Questions
What value do we deliver to the customer?
A product is delivered that can provide more visitors and more profit to the zoos. This has value because it gives the zoos a possibility to gather more visitors which means, selling more tickets and more money per use of the product, since they provide an extra experience and service. It also gives the zoos an opportunity to educate people better, all in one product.
Which customer needs are we satisfying?
This product will help the zoo to convey information to the visitors in an original and new way. This is one of the goals for zoos and they have a need to give information about the animals in order to convince visitors that the animals need help and that the zoos do a good job by keeping animals and protecting them. Furthermore it gives the zoos more profit, which is another need for them.
5) Revenue streams
This product has two ways of generating revenue. Two for us and one for the zoo. Looking at the revenue stream, it consists mainly of asset sales and for a smaller part of the profit the zoos make. The physical product is sold to the different zoos and every time someone pays for looking through the product fifteen percent of that amount will go back to us. For the zoo it is mainly a usage fee, the zoo will sell the service and ask money for every time someone wants to use the service, furthermore the zoos will get new software and repairs if the product malfunctions.
Key questions
For what value are our customers paying?
The zoos will pay for a new way to get people to visit their zoo and a new way to educate people about the different animals and the dangers they face in their natural environment. The visitors pay for the experience they get with augmented reality and the new way of seeing the animals and how they live in their natural habitat.
How are they currently paying?
The zoos will pay by bill or a similar company standard way of paying for large amounts. The end users will pay by card with contactless payments. Every time they want to see an animal in the augmented reality surroundings, they walk up to the product and swipe their card against the machine. This is easy to reach for people who walk up to the machine as for people who are already using it.