Integrate the tools and concepts from the specialization courses to develop a comprehensive business plan. Choose to enhance new venture concepts previously explored in specialization courses, or develop a new concept for this capstone project. Develop a comprehensive, customer-validated business model and create an investor pitch for the concept. With this course, students experience a sampling of the ideas and techniques explored in the University of Maryland's master's degree in technology entrepreneurship, an innovative 100% online program. Learn more at http://mte.umd.edu.
Does your solution create value for your stakeholders?
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En provenance du cours de University of Maryland, College Park
Entrepreneurship Capstone
80 notes
University of Maryland, College Park
80 notes
Cours 4 sur 4 dans Specialization Entrepreneurship: Launching an Innovative Business
À partir de la leçon
Defining the Opportunity
Value innovation, your solution, and your initial business model canvas
Rencontrer les enseignants
Dr. James V. GreenDirector of Entrepreneurship Education
Maryland Technology Enterprise Institute
Does your solution create value for stakeholders?
In this part, we're going to take a look,
you're really connecting this concept of value-innovation with stakeholders
to include, but also to go beyond, your direct customers.
And this is the second element that we're going to examine within opportunity
identification.
So what do we mean by stakeholders?
Well, at the bottom, it's certainly customers, the people that have the right
to influence impact and benefit of the product that you're bringing to market.
As we work around the circle, it also references your suppliers, the individuals
that are supplying materials, or resources, or content to you.
For you to bring forward to those customers.
Investors are also a large stakeholder.
Individuals who are putting money in to you, be it as traditional investment,
be it as loans, be it as other crowdfunding mechanisms, but
people that in some are putting money in to the venture,
certainly have a stake in it's success or not.
There are also a variety of other stakeholders who want to consider.
There may be institutions, or communities, environment
that you might be adding value to, or you might be presenting some hurdles, or
even some negative impacts to pending your venture.
Well we'll want to be aware of all these elements before we bring our product
to market, so that we know what to anticipate, what we can mitigate, and
what we can prepare for.
So who influences the success of a physician?
So if you look at a physician, and you think about that doctor
as an entrepreneur if they're a private practice type doctor, well patients
are their customer and the source of really their relationship.
And without customers in the context of patients.
For most doctors,
most general practitioners, they would be out of business.
Well, you know, and I know that there is more to it, and
that there are other people that doctors have to engage, and
participate in that are their stakeholders.
And they are a lot of them.
And while they vary in level of influence, and roll, and
responsibility country-to-country, and even to an extent perhaps, state-to-state.
We'll want to talk a little bit about some of the other stakeholders that
are commonly apparent in most societies, and for most doctors.
On the blue fields on the far left,
we want to recognize that there are often prescriptions that doctors write.
Or instruments that they may use to take your weight, to take your temperature.
The, there may be instruments that they use, surgical instruments and the like.
There might be other devices, the implantables, the pacemakers,
the things of that nature.
Well, those are all manufacturing relationships that they have.
It's the pharmaceutical, the medical device, the biotech, the distributors.
That all play a role in that manufacturing base that are stakeholders for doctors,
and their ability to have success, and to bring solutions to their market.
Among the tan areas, there are a variety of other influences.
One is certainly, the employers of the patients.
And what we see in many societies, and
throughout the US is that most of your healthcare benefits.
May in some fashion be subsidized or contributed to by your employer.
And there are these group healthcare plans so that they may have negotiated,
that employers can optionally provide to their employees, or
maybe requiring those by laws in some areas, so in that way, employers
play a role in the doctor's success as source off benefit and funding.
The payer that many of these employers may partner with ultimately,
are the insurance companies.
And so what we mean in this context by payers is insurance companies are probably
the largest set that have a direct role in the relationship and
success of the doctors.
There are also regulatory agencies, typically, at the federal level,
that may have some expectations on what are the norms of practice.
What should you do?
What could you do?
What can't you do?
When?
At what price?
Et cetera.
So regulatory agency is normal in the form of government
will play a large role in the success of doctors as well.
In the green areas they're another whole layer of influencers, and
stakeholders on the doctors' success.
There are certainly the networks, and
the hospitals that they may either work within or be affiliated with.
There are various other facilities, and outpatient centers, and
urgent care, and clinics, and a variety of other platforms, and
entities that doctors are affiliated with, as well.
And so in this context, while we recognize that at the heart of the matter.
Maybe physicians, and patients that there is a much
broader set of stakeholders that play a role in the success of doctors.
And they need to be smart on what are the issues,
the concerns, the values that are being provided to
these many players as they are going about their business of doctoring.
We also want to think and remind you of the value curve.
And how this can be considered in the context of stakeholders.
So, for value curves we,
again, are looking at these key elements of your product.
Your features, your benefits, your pricing,
and other matters that are critical to what you are providing.
And we want to think about how these play a role
in the stakeholders that we are serving.
So just as you've done value curves and really thinking about value provided to
your customer, we'd encourage you to think about value curves as a tool to explore
what value you provide to your stakeholders.
And in this context, we also want you to think about are there additional concerns,
different concerns, that matter to your stakeholders,
your suppliers in this case, it may be the employers,
it may be the insurance companies, it may be the regulatory agencies,
that may be different than, what matters to your end customer.
In the patient.
A couple of common things are elements of privacy and legality and liability.
We often have individuals that develop a concept
that they want to serve college students.
In some cases, these are college students that we worked with,
that have developed a product or solution.
That they want to promote or sell to other college students and
desire the university to play a role in doing that.
Well, there are a variety of reasons that universities may not want to do that
one is certainly privacy.
While they may have emails for every university student on campus.
They may not want to use that email for the purpose of promoting,
the goods, and services of a private company that's separate of the university.
They may not necessarily want to spam their students with email for
everybody that has a product that they think students may be interested in.
There's also an element of legality.
Particularly, with public universities, universities that have federal or
state funding, they might be in some way constrained of promoting certain products,
or promoting certain companies at the consequence of not promoting all.
There's also an element of liability.
If a university is promoting something, and there is some measure of harm or
unintended consequence that comes out of that.
That they may not have seen, or anticipated is the fact, that they may
have been in some measure of partnership with that individual product, or service
that caused that harm make the university liable, making the university owe money.
Or bear some responsibility for
any ill impacts that were derived from consumers that use that product.
So, again, a variety of factors come into play,
when you're thinking about intermediaries, when you're thinking about stakeholders.
And what are some of the reasons that they may want to work with you, and
want to collaborate with you?
And inversely, what are some of the hurdles that may inhibit, or limit,
or restrict them from wanting to work with you, or be a part of your solution?
Regulators are also something to keep in mind.
Now the regulatory environment is certainly,
different state-to-state, country-to-country.
But it's important to recognize, what needs to happen at what stage.
And based on the type of business, or type of service that you have in mind,
what are the regulations that you need to abide by?
What are the laws that you need to abide by, for your business?
So in summary, we want to think about validating the value curve, not only for
customers but also think about value in the context of stakeholders.
We want to understand the role of stakeholders that the right partnerships,
and the right collaborations can be tremendously helpful for a start up.
If someone else has a relationship with customers,
if someone else has a brand that resonates with customers,
if somebody else has a gap in their offerings that you can fill and together,
you can bring that product or service to market in a bigger and better way.
That can be a great relationship.
Inversely, if there are stakeholders that you want to get on board or
you need to get on board, but the're going to be some issues, or
concerns or, hurdles to doing that, you want to be aware of that.
You want to anticipate that.
And you want to understand how to tackle that early on.
We also want to think about this in the context of developing strategy.
Of reaching the right customers in the right order.
We'll talk about that when we look at things like market segmentation and
go to market strategy.
And we want to recognize that key stake holders can be very helpful.
As you want to navigate these elements, and the key stakeholders, again,
can help grow what you're doing or they may inhibit what you're doing, and
we want to be aware of that and examine that very early on as we're evaluating and
identifying the opportunity.
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