The most robust security systems available today are built on a dedicated purpose-built security platform. Protecting business networks and data demands an in-depth and smart security strategy with layers of networkaware security services. Security + Life Safety Systems addresses design, installation and ongoing system management in specific vertical markets, such as education, healthcare, government, public places, hotels/resorts/gaming and financial. Executive Summary In 2009, a task force chaired by homeland security experts from the Center for Strategic and International Studies (CSIS) and The Heritage Foundation (and consisting of representatives from academia, research centers, the private sector, and congressional staffs) presented its conclusions in ―DHS 2.0: Rethinking the Department of Homeland Security.‖ Their report evaluated the capacity of the Department of Homeland Security (DHS) to fulfill its mandate as set out in the Homeland Security Act of 2002. Their evaluation was based on four criteria: management, roles and missions, authorities, and resources. It offered more than 40 major recommendations and made the case for a significant reorganization of the DHS to improve this instrument‘s effectiveness and efficiency for preventing and responding to terrorist threats. Many of these proposals in the report were subsequently adopted by Congress and the Secretary of Homeland Security. Four years later, this follow-up report concludes that, while many still find the department a work in progress, the most pressing needs for enhancing the protection of the country from transnational terrorist threats do not lie in further major reorganization of the DHS or revisiting its roles and missions. Rather Congress and the Administration should shift their focus to strengthening the effectiveness of the national homeland security enterprise as a whole. The terrorist threat is nimble and dynamic. It exploits the seams of our society, operating in the gaps between bureaucratic notions of foreign and domestic, state and federal, civil and military. To counter this threat, we must build a national homeland security enterprise that is as agile and seamless as those who seek to harm us. The objective of this report is to highlight the most critical tasks for building such an enterprise. To be more agile, our bureaucracy must foster better decision making in Congress and in the interagency process, support the development of a new generation of professionals, and facilitate information sharing throughout all elements of the enterprise. Furthermore, to close the gaps where terrorists hide, we must empower individuals and communities and extend international cooperation throughout our homeland security activities. Each section of this report consists of findings and recommendations agreed upon by the task force. Major recommendations in the report include: • strategy that is focused on building and sustaining a resilient national infrastructure,
security and public safety. The next Congress and Administration have an opportunity to look at our national homeland security enterprise anew. In doing so, they should adopt specific initiatives to address these critical tasks. The Administration should adopt an interagency approach led by a revitalized, reorganized, and integrated National Security Council that treats domestic and international security concerns in a more holistic manner. In addition to consolidating committee jurisdiction over the DHS and creating committees to oversee interagency education, assignments, and accreditation, that affect the national homeland security enterprise. Both the next Congress and Administration need to engage private businesses and the American people—two great, but seemingly forgotten strengths of American society— more effectively to persuade them to contribute to and participate in homeland security. Protecting America at home requires the concerted effort of the nation, including state and local governments, the private sector and nongovernmental organizations, local communities, families, and individuals. Many of the most vital tasks are conducted most effectively in a decentralized manner. The national enterprise must facilitate cooperation, innovation, resiliency, flexibility, and adaptability, not promote rigid Washington-centric solutions. In addition, virtually every aspect of domestic security from securing the border to disaster response has an international dimension requiring the cooperation of friends and allies around the world. We are facing threats—naturally occurring and deliberate—that can, will, and do target all elements of our society. It is therefore incumbent upon all elements of our society to work together to counter these threats. critical task subject, In particular, community preparedness and resiliency of national infrastructure and global systems dovetail closely. Ingenious Research vision as integral parts of a holistic strategy for building the national homeland security enterprise that the nation needs, not as a menu from which policymakers should pick and chose.
Counterterrorism capabilities encompassing prevention, deterrence, and consequence management. Without these, it is possible that biological weapons could become a customary mode of violence for non-state actors. Unfortunately, some smaller companies in the burgeoning field may fall by the wayside, as they may mistakenly target technology and services with a short-term focus. A shift in strategic policy, or a budget cut, could be the death knell to a newly formed and narrowly focused venture. Says Kazanjian, ―For a new company, it may be an emerging technology in image scanning and sensing that presents opportunities for unique products.‖ However, bridging the gap to universal use of that same technology,
beyond the realm of homeland security, will enable the company to survive the long haul.
a single-source provider of facility performance solutions, So, there is a real metamorphosis in the industry for us. is a continuously monitoring indoor and perimeter system that provides early warning of biological release threats. The PRISM facilitates the process of detecting, identifying and neutralizing biological agents to allow timely containment, treatment and remediation. Monitors are designed to detect concentrated levels of biological agents (BDBS) i.e., 23 bacteria, 43 viruses and 14 toxins,plus their reengineered counterparts. The PRISM monitors can operate independently or as part of a (iWSN) network configuration to form the ‗first tier‘ of a building security system. In addition to providing real time alerts to biological threats, the PRISM can lern * and adapt for subsequent analysis and identification. Communication and response can be managed through existing building control systems or an independent network. The entire QUEST system addresses the need for high performance biological threat detection and resuction solutions. ** design and high sensitivity allow the PRISM to be deployed in severe environments such as HVAC systems and outdoor settings. (DONE)
competitively priced which offers a range of flexibility to protect high valued assets. A Powercaster™ transmitter & Powerharvester™ receivers (DONE) BIO THREAT RISK MITIGATION Most biological agents have an incubation period of a few days to a few weeks. The key to minimizing harmful effects is to identify: 1. When a release occurs in the meshed network 2. What biological material is present 3. Where is the location of the exposure 4. Who was exposed The QUEST system helps enable these four steps to occur quickly, making timely treatment and threat containment possible. Detect-to-Warn Sensor Architecture (SMA) • real-time warning capability • Allows early prophylactic treatment • Minimizes building contamination via triggered HVAC measures
some of our portfolio technologues will find uses outside of homeland security, in testing human blood for diseases or milk for E. coli. "In the U.S., a lot of people say, 'We're putting so much money into homeland security,'" Lim says. "But much of what's being done here can have applications in other areas. So this is money well spent." And as biosensors leave their Stone Age, they're proving to be a vital tool for dangerous times
Dan Verton, founder of Homeland Defense Week Financial Data The Financial Data section contains the financial representation of all the information presented in the other sections. Various prospective scenarios can be included, if appropriate. Business Model creates custom interactive visualization applications using RealTimeS proprietary visualization framework and rapid application development environment. Solutions are generated using a service based business model on both time and material and fixed price basis depending on the situation. Ingenious Research Customers (we) develop and maintain their on-site data base application and as part of the engagement (we) delivers runtime libraries and components for use within that product Application Licensing supporting (on-site) and over the network through a VPN When the custom application is used internally, distributed over the (iWSN) worldwide usage basis. Global Majic encourages the use of RTS technology to be combined with expertise and domain knowledge from customers to create uniquely branded application products.
Ingenious Resarch values the relationships it creates with clients. Our business model is predicated on repeat business so it is critically important to us that all custom products meet or exceed client expectations. Because the creative process is iterative, two-way communication is critically important throughout a project. We continually work with clients to understand and contribute to their vision. In all projects we work to present new ideas to enhance the effectiveness by which our client's vision is communicated. Release Schedule Updates technology enhancementsor improvements include performance, flexibility and new feature additions to the product suite. New improvements and features are communicated with clients and are coordinated with customer application development cycles. RTS updates are included as part of the next release of a customer application.
Market Need A survey of selected firms in the telecommunications and electrical industries revealed a large unanswered demand for a repair, redesign and installation system such as Snapfix. This demand has been long standing, as evidenced by the 40 patented pipe repair, redesign and installation systems dating back to 1975. None of these systems have been able to adequately fill this need. The demand for a total system such as Snapfix is driven by the: * Cost of current repair, redesign and installation approaches * Time that other approaches take to apply in the field * Aging nature of the existing electrical cable networks * Telecommunications industry demand for fiber optic cable encased in PVC pipe. Product Development and Operations Feedback from customers and marketing surveys indicate that our production function needs to possess 4 main characteristics: 1) quality, 2) ease of use, 3) customer support, and 4) competitive price. Quality management will occur in all phases of EASI's development, production, and distribution. Our software industry contacts have been key in assisting EASI in identifying quality suppliers and production methods suitable for all phases of company growth. Our products provide the customer with an easy to understand, straightforward system using software with GUI illustrative graphics and animation. Ingenious REsearch customers insist on access to technical support for their updates and supporting the products. Therefore, the company has developed a support strategy to meet this customer need. Finally, EASI's customers want an economical product. Once again, our software industry contacts have put us in contact with the low-cost,
high-quality suppliers of ** and ** etc. Further, the sequenced introduction of our products allow each new product to build on the structure and organization of previous ones. In this way, development time and cost will decrease steadily as new products are introduced, as illustrated in the development schedule. 5.1 Product Development Ingenious Research will continue to investigate and employ product development strategies that contribute to meeting customer requirements in a superior manner. 5.1.1 Development Tool Selection After establishing customer requirements, the initial phase of product development centered on the selection of a software development tool. Our most important criteria for this tool was that it be flexible, powerful, and object-oriented. UL Solutions - 1950 must be easily portable between computing platforms. In addition, EASI's development strategy includes using a tool that leverages the management teams' significant development experience. Expert system shells allow for rapid, high-quality product development. Similarly, there are many advantages of object-oriented programming. This new philosophy of software development provides numerous benefits, including at least a 40% reduction in lines of code (lower cost), extensive reuse of modules, and increased developer productivity. After evaluating current market offerings, we selected KnowledgePro, an object-oriented expert system shell with hypertext and hypermedia capabilities allowing text and graphics to be accessed through a point-and-click mouse interface. 5.1.2 Project management with design software for on-site our software contains several tools that leverage the developer's productivity, including screen designers, code generators, and built-in debugging tools. In addition, software is object-oriented. In contrast to conventional programming, developers use a mouse and software graphical interface to assemble objects into the knowledge base, rather than typing in lines of code. This allows them to focus on the design of the program and the structuring of the knowledge rather than on the semantics of the programming language. This also allows for easy modification of the program as customer requirements, and compliance standards. (on site for client) scan in buildings interior and place security around, rapid prototype Rapid Prototyping and Phased Development Using software allows (the Company) to bring prototypes, or product models, to customers very quickly. The continual feedback process generated by prototyping is designed to keep us responsive to our customers and ensure that they are driving the design of the product. By phasing the delivery of system modules to the beta sites we ensure that each "building block" of our program is meeting customer requirements. 5.1.4 Development Status
Potential customers are currently reviewing the alpha version of their Solutions overall design for the product and a fully-functional section FUTURE Ingenious Research is developing multiple products for the product safety industry. will require considerably more design effort than subsequent products. Once the product design is established, it is a relatively simple process to transfer this knowledge to the development of additional products. first three products are based on nearly identical standards.
This approach was inefficient and, at best, only partially effective. Despite the huge R & D investment made by the pharmaceutical industry, few, if any, companies could rely on a steady stream of drugs from this approach. Furthermore, a number of major diseases have remained refractory to the development of useful therapies. Meanwhile, pressure on pharmaceutical companies has increased due to competition from generic companies, health-care cost-containment and escalating regulatory hurdles. This has meant that pharmaceutical companies have had to abandon safe me-too strategies for more ambitious attempts to develop genuinely novel breakthrough products. Failure to adapt and innovate leads to lack of a new-product pipeline and eventual liquidation. Against this background, it is not surprising that pharmaceutical companies are rushing to embrace the new technologies of genomics and combinatorial chemistry. It will soon become possible to access any human gene from a database, clone the gene, and express the protein product. It is estimated that there are about 100,000 genes in the human genome. If only 10% of these are potential drug targets, then it is clear that the problem of too few targets in the pre-genomics era has now been replaced by the problem of too many. How to select molecular targets and how to identify compounds that interact with them are the challenges facing today's pharmaceutical industry. There are four elements required to deal with this problem: Screening technology: Developing new approaches to identifying drug leads from a large number of targets. This reduces the need to prioritize, and provides early lead compounds for evaluation in disease models. Functional Genomics: An umbrella term describing the panoply of techniques required to deduce the function of a gene product starting from the sequence alone. For example, the application of transgenic technology to develop mice in which the gene of interest has been disabled.
Bioinformatics: The use of powerful computers, large databases and sophisticated homology and pattern-seeking algorithms to tease meaning out of the mass of data emerging from genomic sequencing projects. Genetics: The study of the genetics of human disease. Genes predisposing an individual to a particular disease provide powerful insights into the underlying cause of the disease, and allow prioritization of potential drug targets. Nepkar's product will be to provide services and products in the first two of these areas. It will also seek to form a strategic alliance with Oxford Applied Genetics, another Oxford-based biotech company with expertise in the complementary skills of bioinformatics and disease genetics. In order to minimize development costs while maximizing exposure technology, the industry trend is towards co-operation (alliances), and outsourcing part or all deliverables. We believe, therefore that there is a real need for a UK-based company applying novel technology to develop high throughput screens that complement genomics-driven research activities in the major pharmaceutical companies.
Our evolving strategy combines our revolutionary direct customer model with new distribution channels to reach more consumers and small businesses. So our technology reaches more people around the world via alternative sales channels, while our traditional, direct relationships with customers continue to flourish.
RISKS Operational Risks. To attract and retain users to the SanaSana community, we must continue to provide unique and informative content. This confers certain risks including the failure to: * Anticipate and respond to consumer preferences for content, partnerships and service * Attract, excite and retain a large audience of users to the SanaSana community * Create and maintain successful strategic alliances with high quality partners * Deliver high quality, "24/7" customer service and web site performance * Build the SanaSana brand rapidly and substantially
* Compete effectively against better-established Internet health companies, such as DrKoop or webMD Using an open business model, we brought together the right teammates to leverage both small and large business innovation for this program,‖ said Mike Tweed-Kent, vice president and general manager of integrated combat systems for General Dynamics Advanced Information Systems. ―Building on the General Dynamics open computing infrastructure (SMA ) , we offered a low risk, flexible SMA design that has a state-of-the-art, multi-level security function and the ability to rapidly insert new capabilities, providing our clients with the best, most **, ** and cost-effective solution.
looking forward to becoming the 2011 North American Biological Detection Company of the Year Award. offers a complete solution for pathogen identification that have been specifically designed for military field hospitals, first responders, and other harsh environments. Their systems integrate technology shared with the LightCycler® instrument into a portable, rugged package. flagship biopathogen identification system the opportunity to provide an updated version of in response to public health concerns and military needs.
Dear Readers: It is unfortunate that we are living under the threat of terrorism and biological warfare. What's of greatest concern is the lack of proper preparation at various levels for dealing with a potential attack with these deadly agents. Consequently, we have intensified our efforts to address the growing need to protect our families and businesses. As a result of these efforts, I am pleased to report the progress we have made in the past year. In conjunction with NASA's Jet Propulsion Laboratory (JPL), we have successfully completed the development phase of our BSM-2000 bacterial and anthrax spore monitoring and detection device. We are now establishing our domestic and international marketing and
sales programs. The purpose of this communication is to provide you with an update of our recent efforts as well as our vision of the road ahead and our future plans. produced a commercially available device and for enhancing the performance engaged in direct marketing as well as marketing through intermediaries with third parties to collaborate on ways to market, sell, and distribute this technology internationally. Our Defense System The threat of an biological attack is the nation's number one bioterrorism concern, and it is that threat which should be vigorously planned for, and invested in, with the intent to defeat. The ramifications of such an attack include tremendous loss of life, economic costs, damage to critical infrastructure, and unprecedented environmental contamination. (the Company's) technology is perfectly suited to fill the technology gap that exists in the nation's biodetection infrastructure. Current technologies in use are either cost-prohibitive for mass-deployment or hampered with inaccuracies and high false positive rates.
(The Company) will be filing an application for SAFETY Act Developmental Testing and Evaluation Designation (DT&E) with the Department of Homeland Security. Once granted the designation will afford both the company and its customers protection from any potential liabilities in the testing of its prodcut and services, also in the process of submitting an Operational Requirements Document (ORD) to the DHS based on the department's recommendation. By submitting an ORD, a company becomes eligible to apply for a partnership with the Department of Homeland Security through the SECURE Program to develop products and/or services. Canadian and London Olympics Ingenious Research is pursing three separate contracts to provide biological monitoring and detection technology for use for site protection at the 2010 Canadian Olympics and the London 2012 Olympics. The biological monitoring and detection technology will be used for monitoring, detection and identification of biological materials. The technology feature the capability to warn, detect and identify the detected ** (the Company's) biological detection technology is designed to detect 23 bacteria, 43 viruses and 14 toxins classified as Biological Derived Bioactive Substances (BDBS) , 5 minutes. Ingenious REsearch could possibley receive a second contract to provide training for the biological detection system. The Canadian and London Organizing
Committee for the Games of the XXIX Olympiad is responsible for aspects of security and personnel for the Olympics.
increased the range of products available to its users and customers. These products include state-of-the-art biological detection equipment. UNDT has generated sales from the marketing of these products. Sincerely, Jin Bischofberger Chief Executive Officer & GTO Ingenious Research About Universal Detection Technology Ingenious Research is a developer of monitoring technologies, which includes bioterrorism monitoring and detection devices. (The Company) is positioned to capitalize on opportunities related to Homeland Security and Defense market global opportunites. The Company is also a reseller of handheld Forward-Looking Statements Except for historical information contained herein, the statements in this news release are forward-looking statements that involve known and unknown risks and uncertainties, which may cause the Company's actual results, performance and achievement in the future to differ materially from forecasted results, performance, and achievement. The Company undertakes no obligation to publicly release the result of any revisions to these forward-looking statements that may be made to reflect events or circumstances after the date hereof, or to reflect the occurrence of unanticipated events or changes in the Company's plans or expectations.
While chemical detection units have expanded their capabilities to include non-warfare agents such as toxic industry chemicals (TIC) and Hospital, warfare agents are still the greatest driving force in this market. the threat of being attacked using biological or chemical warfare agents continues to drive this market.
Companies must transform their products and make them integral to any organization's arsenal. Companies must position them as life & time saving tools, which allow them to quickly identify an unknown substance, thereby saving countless live and man-hours in acomputation. Security alone will not be enough to entice an organization, outside the military, to spend the considerable amount of money needed to procure these products. a great opportunity to transform ones products and marketing strategy
MARKET Ingenious Resaerch is a developer of advanced sensor technologies for homeland security, protection and defensse market, commercial applications, future technology leader specializing in biological-threat detection. in performance and false-alarm rate. the resulting integrated solution will give military, first-responder, and commercial customers' fast, actionable information in the field and in protected facilities.
respected expert on bio-threat detection, particularly associated with critical infrastructure and protection. sensors are state-of-the-art integrated systems and are an excellent complement to any CI together with our advanced on-site/on-line bio tool box, will provide one of the broadest and most compelling technology platforms in this huge emerging market.
Its proprietary sensors architeture monitors, detect, identifies and neutrlizes biological threats and deliver superior awareness and actionable intelligence for wide-area surveillance, intrusion detection, and facility security. By leveraging our unparalleled technical expertise, Ingenious REserch pioneers the integration of these advanced sensors into effective security and commercial solutions.
PDF RESUME >>>>>>>>>> SITUATION ANALYSIS AND PROBLEM STATEMENT Situation Analysis and Problem Statement "Transformational leaders are rigorous leaders who challenge the status quo and drive change within their organizations" (Newcomb, 2005, p. 34). Every organization needs a leader who can change as fast as market conditions do to continuously add greater value. The leaders must able to lead their organizations so that they adapt and improve in an environment of continuous change" (Newcomb, 2005, p. 34). Although Gene One is experiencing immense success, the organization feels that it is important to implement changes to keep up with the pace of the demand in its industry. This paper will address the issues and opportunities that Gene One is facing in its pursuit to stay on top. Any ethical dilemmas rising from the issues and opportunities will also be discussed and analyzed. To bridge the gap between the current state and the desired end state goals, a problem statement will be defined. The goals will be defined in a specific, measurable, attainable, realistic, and timely manner. Gene One's situation will give a clearer picture as to why and what changes are taking place. Effective at adapting to organizational changes, embrace and evolve with the change, and seize opportunities that come with the change to achieve the organizational goals. has the ability to lead an organization through major changes by strong commitment, consistent use of problem solving techniques, determination in reaching the goals, securing necessary resources that are knowledgeable and aligning the culture and resources with the vision to effect a successful organizational change. committed to the vision, and through demonstration of commitment and belief to the vision, cause others to embrace and make significant sacrifices to achieve the common goal. ************************************************************************* **** the primary internal innovation driver QUEST measurements solutions software and instruments for checking the
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Ingenious Research flagship technology that and eliminated false alarms diseases found in potatoes and tomatoes, along with other technological advancements, have been a tremendous source of revenue for the company. In all, this relatively young company has grown from the initial $2 million dollar investment to realize annual revenues in excess of $400 million dollars.
additional capital is needed from outside sources for operational expansion
Problem Solution: Gene One Gene One, a biotechnology company establishing groundbreaking gene technology to eliminate disease in various foods, has grown from a $2 million start-up to a $400 million company in just eight years. Due to a rising interest by consumers and a demand for new technology, the founders and Board of Directors are anticipating an astonishing growth potential and an initial public offering (IPO) within the next three years. In an effort to accomplish their goals in the appropriated time, it is necessary for the Leadership Team at Gene One to identify issues and opportunities that face the company. In addition, this paper will identify the stakeholders, their perspectives, and ethical dilemmas related to the scenario. Presenting a problem statement and describing the end-state vision will be the next part of this paper. Discussing alternative solutions and subsequently providing an analysis of the alternative solutions will follow. Additionally, the paper provides a risk assessment and mitigation techniques, along with an optimal solution, an implementation plan, and an evaluation of the results. Finally, incorporating a conclusion, will encapsulate all the areas addressed.
Therefore, an opportunity exists in the European market that Euro Disney could have taken advantage of. However, their failure to pick up signals from the macro environment and microenvironment as well as to position their product accordingly, had negative effects on their operations. A further analysis of their macro and micro environment highlights their malfunction.
Technology is vital for competitive advantage, and is a major driver of globalization. Consider the following points: 1. Does technology allow for products and services to be made more cheaply and to a better standard of quality? 2.Do the technologies offer consumers and businesses more innovative products and services such as Internet banking, new generation mobile telephones, etc? 3.How is distribution changed by new technologies e.g. books via the Internet, flight tickets, auctions, etc? 4.Does technology offer companies a new way to communicate with consumers e.g. banners, Customer Relationship Management (CRM), etc?
SMS Ingenious Research and its partner will provide a powerful solutions enable you to deliver messages securely, reliably and instantly to just about anyone you need to reach, wherever they are and whatever device they're using. Whoever you are, and whatever messaging capabilities you need for your site, system or application to have, # cost effectiveness # high reach # high response rates # immediacy # automation # reporting (DONE) Real time, interactive emergency updates and alerts. Effective communication between government, state and local agencies and their constituents is absolutely essential in case of emergencies or disaster, either natural or man made. The successful operation of rescue efforts including incident and damage assessment, mobilization of rescue workers, transmission of emergency instructions, and managing evacuations requires horizontal communication between the various agencies in addition to top down communication. The lack of horizontal messaging between agencies during the 2001 World Trade Center attack significantly slowed down rescue efforts and caused
casualties among fire fighters and police. Another example is the breakdown of communication during hurricane Katrina and the resulting delay of rescue efforts and chaotic conditions on the ground. Clickatell's enterprise grade messaging solution provides government agencies with real time, interactive emergency alerts across multiple communication channels, reaching users anytime, anywhere, on any device. The next generation solution enables agencies to interact with employees, rescue workers, and the general public through one single messaging strategy: FEATURES * Mobilization - Clickatell helps improve emergency response times, deployments and rescue coordination with a messaging system designed to reach the intended audience within seconds. * High reach - Clickatell combines mobile messaging with multiple communication channels to deliver any message (text, voice, IM, fax and pager) to any device (mobile phones, PDAs, PCs, IM clients, landline phones and fax). * Escalation - If a critical message is not immediately acknowledged it can be escalated to the next available communication channel, until acknowledgment has been received and message delivery is assured. Messages can also be escalated from person to person until fully acknowledged. * Secure - Clickatell provides encryption between government applications and the messaging servers, as well as authenticated message access options for critical, confidential messages. All message traffic is traceable and auditable for post incident analysis. * Proven - Clickatell is currently operating trusted messaging services for US and European government agencies. The highly reliable platform is fully scalable and able to manage massive traffic loads required for simultaneous incidents across the country. * Highest quality - Guaranteed message delivery SLAs, 24/7 customer support and fault management response and one single point of contact for resolution of any support issues. * Clickatell Multimode Messaging Manager - comprehensive and scalable enterprise-grade messaging solution that manages mission critical communication and real-time collaboration to emergency workers, first responders and the general public across multiple communication channels. * Clickatell Alerts - disaster and business management alerts across multiple channels providing real-time notifications for employees, first responders or the general public. * Clickatell Mobile Messaging Gateway - staying in touch. Connecting with more than 600 mobile operators in 200 countries, Clickatell guarantees delivery and receipt of large volumes of inbound and outbound SMS messages in real-time. (DONE)
All products are built on an open, flexible architecture, designed to meet rapid expansion and peak over-flow requirements, utilizing robust routing engine and load management technology and providing superior
performance. The solution is available on ASP or managed service basis or can be deployed on site at government certified data centers. There will be 3.9 billion cellular subscriptions worldwide by the end of 2008, rising to 5.6 billion in 2013 as the gulf between subscriptions and individual users widens. This growth will help cellular service revenue break the $1 trillion mark in 2011, with WCDMA emerging as the dominant revenue generator in the same year. Half of all subscriptions will be on 3G networks in 2013, with LTE accounting for 7% of these. This data table provides forecasts of cellular user evolution with detailed splits for 73 individual countries. 2008 is the year worldwide mobile telecoms revenues surpass the Trillion US Dollar industry - a staggering achievement considering the total world economy is worth about 40 Trillion. Only a handful other industries are this giant – one of these is automobiles, total worldwide military spend is another, and tourism is yet another. SMS will garner 83% of all mobile messaging revenues through 2013. Gartner estimates 301 billion mobile messages will be sent in 2007 in North America (up from 189 billion in 2008). This market is being driven by increased penetration of users, more frequent usage of peer-to-peer messaging, and unlimited and bucketed messaging plans. standalone PC application with which you can manage your entire messaging need from your desktop in your office, home-office or laptop. It doesn't use a web browser. You simply click open the application and everything you need is there. Communicator is our web-based application that lets you send SMS messages to your customers, members or anyone else direct from your web browser and receive replies. You can message them individually or in groups, wherever they are and whenever you want. Features (DONE)
&&&&&&&&&&&&&&&&&&&&& The purpose of this business plan is to raise $1.5 million from an investor. Manufacturing and Marketing Beverage Appliances, Inc. (2MBA, Inc.) is dedicated to developing innovative beverage equipment for the corporate owners of major food brands.
The Products La Barista - a technically and patented espresso style machine La Barista guarantees great tasting coffee every time. In only 4 seconds, La Barista produces specialty coffees from soluble coffee powder, all at the touch of a button. Designed to resemble an espresso machine, La Barista employs a breakthrough technology (a single boiler producing both steam and water) facilitating a sleek and attractive profile.
Major Benefits * Delivers consistent quality taste every time * Removes the need for a Barista (term for a specialist coffee person) or other expensive personnel. * Responds to changes in consumer tastes for more different, and sometimes premium coffees. * Produces cappuccino coffee in 4 seconds, up to 10 times the speed of an espresso machine * Reduced bench space required due to small `foot-print' * Serves up to four different coffees at the same time * Low maintenance requirements and therefore costs Mobile Vending Unit (MVU) - a quality retailing cart The MVU outclasses other vending carts through its portability, durability, ease of operation, and distinctive appearance. It is truly mobile, and has been designed for single-handed operation. The MVU provides a mobile, upmarket and innovative platform for La Barista. Major Benefits * Delivers consumer convenience * Capitalizes on the impulse nature of the coffee purchasing decision * Cheaper alternative to traditional retail outlets * Security * Mobility facilitates the opportunity to retail in multiple geographic locations The Nestle Contract 2MBA, Inc. has an in principle agreement with Nestle to supply 2,300 La Baristas and MVUs over a 5 year period. This provides the venture with a reliable income stream with which to establish itself as a market leader. The Offer We seek US$1.5 million from an investor with experience in the beverage appliance manufacturing and/or marketing industries. For this investment the returns are: * 30% equity in 2MBA, Inc. * 18 times the original investment by year 6 * An internal rate of return of 93% over 6 years. The funds are required in two tranches: * Initially US$500,000 to finance the MVU assembly line and materials supply * Subsequently US$1 million to purchase factory equipment and materials supplies for production of La Barista An investment in 2MBA, Inc. offers balance to an investment portfolio. The Future
2MBA's product offerings will be positioned as cost-effective, reliable, operational solutions to the current and future needs of the retail beverage industry. Our initial product offerings are La Barista and the Mobile Vending Unit. 2MBA, Inc. are researching three other innovative products by year 3, ready to market by year 6. 1.1 Funds Required A total investment of $1.5 million is sought from an investor who has experience in the beverage appliance manufacturing and/or marketing industries. There will be two tranches * The first of $500,000 will be made once the Nestle contract is finalized. This is due to be completed by January 2001. This money will be used to finance the MVU assembly line and initial raw material supply. * The second tranch of $1 million is due in January 2002. This money will be used to finance the La Barista assembly line, critical raw material supplies, as well as provide working capital. 1.2 Investor Equity For the $1.5 million investment, the investor will receive a 30% equity stake in 2MBA, Inc. The financial projections forecast an Internal Rate of Return of 93%, providing the investor with a cash return 18 times their original investment at the end of Year 5. If the Board unanimously decides, dividends may be distributed; however, this business plan does not contemplate any dividend payments, only capital gains. 1.3 Management Equity The Management team have invested US$121,400 (AUD$200,000) in 2MBA, Inc. via the company JAJA Pty. Ltd. in return for a 60% equity share in 2MBA, Inc. 1.4 Inventor Equity and Royalty The inventor, Mr. Brian Pelerman, has already invested nearly $1.5 million into developing and commercializing the MVU and La Barista products. In return for granting exclusive marketing and distribution rights in the USA for a period of 10 years (options may also been granted for Mexico, Canada and South America), his company MVU Pty. Ltd. will be granted a 10% equity stake in 2MBA, Inc. and receive royalty payments for each unit sold. Royalty payments are calculated at 5% of sales revenue, with a base minimum in the first five years of 1,500 MVU's and 5,000 La Barista units. If these numbers are not achieved the contract may be renegotiated at the request of MVU Pty Ltd.
PRODUCT 2MBA, Inc. has two innovative initial products, La Barista and the Mobile Vending Units (MVU). Research and development is currently being undertaken on subsequent coffee related products. La Barista is a breakthrough technology and is the only patented coffee machine in the world that makes a cappuccino style coffee from soluble coffee and fresh milk. The MVU is a state of the art multi-purpose retailing unit that has
a combination of many innovative, user friendly features not included on carts presently available. 2.1 La Barista La Barista automatically makes great tasting coffee consistently every time. Designed to resemble an espresso machine, La Barista makes specialty coffees from soluble powder and fresh milk. There are two versions of the machine. The auto-frothing model offers both auto and manual frothing. When using the auto frother for making one cup, the auto-frother arm curls around and dispensers milk straight into the cup. Only one button is needed to make cappuccino. The second model allows only manual frothing-for those occasions when the theatre of great coffee is more important than the volume and a trained barista is at hand. The main benefits of La Barista over existing cappuccino machines is saving of time in coffee preparation, potentially a greater financial return from increased turnover, no formal training is required, consistent quality and use of multiple soluble coffee (see below for "benefits comparison").
3.3 History This venture grew out of a relationship with the inventor of the MVU, Mr. Brian Pelerman, the Management team, and the strategy team of Nestle Australia. Brian's innovation met the needs of Nestle's cart/vending strategy and a subsequent 8 year arrangement for Brian's company to manufacture the La Barista was entered into. In early to mid 1999 Nestle test marketed the MVU and La Barista in Australia. The venture has been extremely successful. As a result, Brian approached 2MBA, Inc. to assist him in developing a strategy to take the products into the American market. He and Nestle saw in the 2MBA, Inc. management team the necessary skills and drive that would ensure the success of the Australian project was replicated in the United States. The Nestle company are in the business of marketing brands, not manufacturing equipment, so there is a perfect fit between this larger company and the skills and products of JAJA Pty. Ltd. and MVU Pty. Ltd. Currently, there are negotiations continuing into Nestle adopting the MVU and La Barista worldwide. In the US market, 2MBA, Inc. will also target non-Nestle customers. 3.4 Mission Statement 2MBA, Inc. challenges benchmarks in the beverage appliance sector. We manufacture and market innovative beverage equipment products to corporate owners of major food brands. We find ways to "do what the others don't".
Key Issues and dealing with suppliers/Inventory
should be evaluated based on the best value they provide to their clients, which is not the same as offering the lowest cost.
Strategic sourcing requires each enterprise to we have critically examined our sourcing requirements — there's no "one size fits all" so we will have in place several alternative vendors/suppliers &&&&&&&&&&&&&&&
4.1.2 Market Description * In 1999 886,338 tonnes of coffee were sold in the US. * Soluble coffee accounts for 9.1 % of the total market and fresh coffee 90.1%. * Fresh coffee is the faster growing sub sector in both volume and value terms with increases of 2.4% and 32.6% respectively from 1994 to 1999. * The soluble coffee sub sector has declined with a 1.8% fall in value during 1999. Despite its higher price, soluble coffee is perceived as inferior to fresh. * More coffee now is being consumed away from home accounting for 57% of the total market. This is reflected in declining supermarket sales of both soluble and fresh coffee. 4.1.3 Competitive Environment Analysis Intensity of Competitor Rivalry * * * * Targeting an under serviced sector of the market Resistance from established competitors Unique combination of products catering to niche corporate needs Not price competitive in corporate coffee segment
Low Risk Supplier Bargaining Power * * * * Extensive industry networks via key board member Less critical components are generic and can be outsourced Multiple suppliers for each component and part Expertise in-house to construct complex components
Low Risk Risk of Potential Entrants * Largest food company in the world secured as a strategic partner * IP protection Low Risk Power of Buyers * Existing relationship with Nestle * Large corporate buyers Medium Risk Threat of Substitute Products * No alternatives offering combination of features * Early mover * Low cost of production Low-Medium Risk Implications of Analysis Due to the market segment targeted and the nature of the industry, it is possible to earn above normal profits in this industry.
are not direct competitors; however, To win this battle, we must stress the quality of our coffee output and the demand by consumers for more deluxe coffee varieties to be carried in large food chains. compete in both commercial and domestic markets with their patented "automatic brewing mechanism". These machines appeal more to specialty coffee houses and enthusiasts, as their operation requires greater attention and expertise. 4.1.5 Customer Profile 2MBA, Inc. has two customer categories: Nestle and Non-Nestle customers. Nestle In light of the current market trends favoring fresh coffee consumed "out of home", Nestle find themselves needing to penetrate the higher margin market segments and satisfy US consumers' growing taste for gourmet coffee. Nestle is currently spending $60 million on their nationwide relaunch of the Nescafe brand in the USA. The MVU enables access to the "out of home" market and through La Barista Nescafe can to infiltrate the specialty coffee segment as La Barista is able to challenge perceptions and convert soluble into gourmet coffee. The Nestle relationship has been successfully test marketed in Australia to the satisfaction of all parties and provides 2MBA Inc. with valuable customer insights.
Non-Nestle Customers 2MBA Inc. will target large corporate food chains and catering companies seeking to capitalize on the current euphoria of specialty coffees. Due to the expertise and patience required to deliver specialty coffees, this has not been a practical option for many such corporations needing to serve high volumes in short periods with modest staff training and high staff turnover. La Barista will fill this need with the added convenience that soluble coffee offers. The profile of this customer group will include the following criteria: * Significant market share * Able to offer corporate support and distribution * Looking for solutions to coffee preparation 5.1 Sustainable Competitive Advantage
6.1 Marketing Objectives * Establish a strong presence in the US market * Use the Nestle association as a conduit for entry into the US market provide guaranteed demand, market penetration, nation wide distribution, and an opportunity to gauge market acceptance of La Barista at a reduced business and financial risk. * Utilize acquired market knowledge and presence to establish nonNestle customers both through Nestle affiliations and through the efforts of 2MBA, Inc's own sales force. * Establish significant high-margin sales. 6.2 Sales Forecasts Based on the market research undertaken, strategies developed and existing customer relationships, the following sales forecasts were developed (in units): Product Details Year 1 Year 2 Year 3 Year 4 Year 5 Nestle 6.3 Sales Assumptions Assumptions underlying the development of the sales forecasts are as follows: Year 1 * 100% of MVU production is sold to Nestle in accordance with the amount specified in the contract. This is a cautious market strategy allowing us to gain market acceptance and increase market knowledge. * $120,000 will be spent on developing the relationship with Nestle, acquiring and training a sales force, producing brochures, and seeking out the key decision-makers in food and beverage organizations.
Year 2 * Nestle contract continues with increased supply to 480 MVU's and 480 La Barista units * 320 La Barista units will be sold to new customers some of whom may be reached through Nestle affiliations and some as a result of our extensive marketing effort. * $600,000 will be spent creating excitement for La Barista, achieved through a strong trade show presence and developing trade show materials, a nation-wide personal selling campaign, and mailings of our direct marketing brochures. Year 3 * Nestle contract continues * 1,520 La Baristas will be sold to non-Nestle customers. This will require the forging of further strategic alliances. * $480,000 will be spent continuing the marketing effort commenced in Year 2. Years 4 & 5 * Nestle contract continues * Non-Nestle customers now represent the majority of our business with demand peeking in Year 5 as the benefits of our technology are recognized in the growing market. * $480,000 will be spent in each year continuing the search for further customers and developing the relationships with current customers. *********************************
Price The consumer research clearly indicated that the end user is willing to pay a substantial premium price for the product. We believe that products using our technology should be positioned as a premium quality product to the consumer, and would therefore encourage our partners to promote the products as such, charging a premium price. Through high speed mass manufacturing Application Technologies is capable of supplying packaging at prices very comparable to existing unit dose technologies. Given the fact that our partners have the opportunity to obtain a premium price from the consumer, we will price our technology to them at a similar premium. However, because of substantial margin, we will be able to lower our price in proportion to the premium they are able to obtain. .1 Pricing Strategy
In acknowledging that both primary and secondary markets exist, two pricing issues arise. In respect of the primary market, the cost to a manufacturer of incorporating thc Breeze design into their shoes is restricted to thc cost of the royalty (see Exhibit 7) and could well be offset by reductions in manufacturing and material costs. With porous upper materials rendered unnecessary, the manufacturer is free to experiment with new and superior materials and manufacturing methods. These may well be more cost effective than present methods and include, for example. the injection-molding of uppers and sole in a single operation using a synthetic, substitute material. The retail price to the end consumer is dependent upon the strategy of the shoe manufacturer, who may wish to pursue a premium pricing strategy. This strategy would appear consistent with focus group results which indicate consumer willingness to pay for the additional benefits. This strategy is also supported by the competitor content analysis and discussions with top executives in the athletic shoe industry. If the manufacturer chooses, instead, to pass on their royalty cost (a maximum of 67 cents per pair in year one), then the retail price of a pair of premium shoes would be not expected to rise more than $3.00. Breeze will negotiate a pricing strategy which includes a commitment or option fee, plus a royalty based on wholesale invoice price and a diffusion incentive structure. Breeze has retained a professional negotiator to join in this phase of the negotiations. The negotiating team will bring to the attention of the potential licensee the magnitude of cross-segment diffusion possibilities the substantial likelihood of increased market share and the inevitable revitalization of their product life cycle curve. The licensee will also enjoy the benefits associated with being identified as a technology leader by consumers. While negotiations are continuing, the financial projections in this plan are based on conservative estimates of the commitment fee and royalty rates, as detailed in the financial section later in the plan. The first phase of Breeze's R&D strategy is to adapt the existing technology (and subsequent developments) to different segments of the footwear market in order to assist the licensee in diffusing the technology across the full range of footwear products. Pricing: Our initial estimates of the price sensitivity of the primary market for the Electronic Tongue TM show that our potential customer base spends anywhere between $25,000 and $150,000 for sophisticated analyzers. Vusion will not only compete on price but will differentiate itself from the current state-of-the-art by offering customized products designed to suit the particular needs of the customer. Vusion has estimated a product price of $60,000 per analyzer unit for financial projection purposes. Sensor Cartridges, which will need to be replaced after each manufacturing run, will be priced at $250 per unit. Positioning: Vusion will position the Electronic Tongue TM technology as a leading edge technology for fine chemical process and quality control. It complements existing chemical analysis technology. In the case of HPLC, Vusion's analyzer can be adapted to work with existing instrumentation and add to the current analytical methods. Thus,
providing a fourth dimension chemical analysis (specific to the chemical(s) of interest and highly selective). It will also be developed into a cost-effective, highly accurate handheld instrument for performing medical diagnostics in emergent care environments. Promotion: Vusion will sublicense the analyzer to OEM partners and codevelopment customers. The partners will be responsible for mass marketing the analyzers and pushing the technology through their channels. Vusion will identify and focus on a key player in each respective market niche that would benefit from Vusion's technology and prosper from the unfair competitive advantage that this selective technology offers. Our market research has clearly confirmed what common sense suggested: weavers (and also fabric traders and designers) are extremely eager to find a way to get their customers production identical samples fast and affordably, As trade barriers fall and fabric production migrates from country to country and continent to continent following the opposing pulls of advanced technology and cheap labor, more and more transactions are between comparative strangers. Excluding the very poorest countries, annual woven textile production is about 49 billion meters, worth over $200 billion exfactory.3 This amount of cloth involves a very conservatively estimated 12.5 million separate production runs, of which at least 2 million will be of woven patterns.4 There is no direct competitor to Fabrica on the horizon, and we are convinced - because the KS loom series is already far along the learning curve, and because of the optimal combination of technical, entrepreneurial and managerial skills embodied in our management team that we can dominate our target market for many years, and that by 2004 we can sell one Fabrica sample for every five patterned fabric production runs in the major nations of the Americas, Asia, and Western Europe. Vusion will work closely with its inventors, supporting the research needed to develop chemical receptors for later markets. As well, it will support the publishing of these efforts in prestigious research journals to position the product as a breakthrough in chemical analyzer technology. An informational web-site (http://www.vusion.net) is in place and a product hotline will be set up to promote awareness and support new and prospective customers. Supporting promotional material such as video demonstrations of the technology and an exhibition demonstration model will also be developed. Acceptance of the technology by fine chemical manufacturing companies will result in the analyzer being adopted for use in pilot plants, quality control laboratories, specified in new process plants and for retrofitting on existing plants. In part, this approach implements a pull strategy, whereby the Process R&D groups for manufacturers (the early adopters) will adopt the technology in the early stages of development and specify the analyzer in their scale-up designs for use in the large scale process facility.
Place: Instrument distribution will be through an OEM that has successfully penetrated the markets that Vusion sees as its early adopters. This approach gives Vusion's technology access to established and accepted buying channels. The Sensor Cartridges will be shipped direct from Vusion to the OEM partner's customers using standard shipping subcontractor services such as UPS, DHL, and Federal Express. 6.4 Marketing Strategies The key to the marketing strategy is to identify individuals in food and catering organizations with decision-making authority to acquire beverage appliances. These individuals can be reached through personal selling, direct mailings, trade shows, and business calls. The marketing approach will demonstrate the benefits of the 2MBA, Inc. products. Emphasis will be placed on how the La Barista creates superior cups of coffee, faster, consistently, and with less staff training. 6.4.1 Products 2MBA Inc.'s product offerings will be positioned as cost-effective, reliable, operational solutions to the current and future needs of the hectic pace of the retail beverage industry. La Barista and its successors will be the pinnacle in current soluble coffee technology, able to rival the most established roast and ground machines through their superior tasting coffee and superior convenience, speed, consistent output, ease of use and reliability, supported by a committed training and maintenance force. This will enable food chains previously cautious of introducing espresso and cappuccino into their product lines to do so at reduced risk.
6.4.3 Distribution * Product distribution will be facilitated by utilizing the distribution channels of the large corporations with whom we secure strategic alliances. Such corporations will typically have nation wide coverage. * This strategy will ensure a presence in the market that increases awareness and builds demand. 6.4.4 Promotion 2MBA Inc.'s entry into the US market will be supported by a campaign to establish its profile in the beverage appliance industry. This will include the following: * Seek out the decision-makers in large food and beverage corporations * Direct mail corporate material to the above * Undertake a campaign of personal selling, targeting decision-makers * Advertise in industry journals, on the Internet, and on our website
* Attend/sponsor exhibitions and trade shows * Continual PR: press write-ups; personal interviews; testimonials; product trials The initial assembly plants for the MVU and La Barista will be located at the Arsenal Business Center in Philadelphia. 7.1 Production Policy * 2MBA, Inc. will outsource production aspects where possible. * Components are delivered on a "just-in-time" basis. * Quality checks are in place throughout the assembly process (Appendix E).
9.1 Underlying Assumptions * Nestle will purchase all MVU's under a contract allowing price fluctuations in-line with materials and labour costs * Sales invoices to be paid when units dispatched from factory * Creditors paid 7 days end of month * Each month's production is sold in the following month * Factory operations will be set up in Pennsylvania * Pay as you go has been assumed for income taxes 9.2 Financial Highlights (Best Case Scenario) * Cash positive in each year of operation * $5.8 million committed to R&D * MVU cash surplus reinvested into La Barista
9 9.6 Sensitivity Analysis The first scenario to consider is that the Nestle contract does not materialize, in which case the investor will not be required to provide any funds. Should Nestle's requirements not meet expectations then production of the MVU could be scaled back. Of course this would impact on 2MBA, Inc.'s ability to provide funding for the subsequent La Barista production facilities. For example, if the MVU production was reduced to 30 units per month and there was no other external funding than that contemplated in the Offer, 2MBA, Inc. would not be able to fund the second La Barista production facility until Year 5. Under the above eventuality the investor would be entitled to claw back the Management Team's equity to 30%, thereby increasing their own equity to 50%. The investors IRR would then calculate to 72% (refer 2MBA, Inc. sensitivity
analysis Appendix I). The majority of cash expenditure is related to production and sales volumes and allowances have been made in the Nestle contract for raw material and labor cost increases to be reflected in the selling price of the MVU. It is envisaged that similar type arrangements will be put in place for La Barista.
Internal Environment Analysis Bell Mason Dimension Analysis Our Production will be driven by technology and research and development initiatives and budgets are in place. Product have well-defined and unique features and functions. Future products (Modular ) are in early stages of development. Manufacturing 2MBA, Inc. has well defined organization and processes to produce its products at the cost, quality, and schedules required by customers. Raw materials and finished goods are managed in an optimal fashion according to just-in-time principles. Business plan and vision The venture's 5-year business plan is workable and realistic and spells out in particular detail the first year of operation. The plan identifies the corporate vision and mission, product strategy, market segmentation and competitive market position. Marketing A strategic and tactical marketing plan, together with a competent leader and organization to implement it, is in place. The inclusion of an independent Chairman and venture partners who have experience in, and affiliation with, the American food/beverage industry will strengthen this plan. Sales At this point, a driven sales group is not in place. CEO The CEO is proven. Anthony Underwood has experience in retail, accounting and leading an organization with annual turnover in excess of US$20 million. This organization has experienced fast growth over the last eight years due to Anthony's leadership, intelligence, energy and ethical business practices. Team The top-level team is composed of high-quality individuals who have measurable experience and expertise in a variety of areas. They are capable of filling several positions within their teams and adopt a `cando' attitude. The management team has not worked together for very long as a unit, but have considerable experience in working within a team environment. Board of Directors The Board is still to be finalized with the independent Chairman and venture partner positions still to filled.
The venture is dependent on an injection of funds to establish.
Financeability The venture is attractive to multiple investors as it is `real business' opportunity. Control Corporate governance issues have been addressed at all levels of the organization. Critical Risks and Problems Development Risk- Zero Currently assessed as zero due to the commercialization of existing working prototypes. Manufacturing Risk- Low/Moderate The two main issues that need to be addressed in the manufacturing are the price of the major commodity, stainless steel, and the quality and supply of the componentry. As this venture will be located in the heart of "stainless steel" country in the US, costs will be kept to a minimum due to the lower transport costs. Strong relationships will be developed with suppliers of stainless steel which will ensure favorable trading terms. Quality control checks have been introduced at all stages of assembly. To ensure only the best supplies are sourced, two or three suppliers will be sought in the early stages of the venture. There is a reliance on the technical expertise provided by Mr. Alan Rotherhan. Rotherham however has committed to the venture for twelve months. He has expertise and a wide network of contacts in the US. Skilled labor is required for the assembly of these products. Our research shows that this will be readily available in the district in which we have chosen to establish. This is a `fast growth' venture and the supply of skilled labor to meet demand is paramount. Financing Risk- Low/Moderate As no traditional funds are required, this venture is not susceptible to fluctuating interest rates. However, the venture partner requires to be confident that their expected (or promised) returns are assured at all stages of the venture. In addition, the venture is self funding and it is not envisaged that further injections of venture capital will be required in the future. Marketing Risk- Low/Moderate The initial marketing risk is minimized because of the Nestle alliance. However, as both these products are new to the market, the broader market needs to be educated in the features and benefits of both products. This will involve time and effort but will be assisted greatly with Nestles involvement. Management Risk- Low/Moderate Green cards to allow the management team have been applied for by the management team. This project falls under "a new and unique product or products" category and Nestle have committed to assist in sponsoring the team and providing their corporate clout to arranging the required
documents. Although there is a strong team in place, there is always a risk of human relationships souring over time. This may also be exacerbated given that the four involved will be required to relocate to America. The team are familiar with all facets of the project and are confident that, should one member be replaced, the skills required to fill that void can be found within the team. This would be a short term solution and a professional person would be recruited to permanently replace the team member who may decide to his/her position. In addition, all management team members have had bottom line responsibility and have successful track records in developing profitable business ventures. Valuation Risk- Low The risk that the investor pays too much for the venture is offset as * Investor funds are in tranches, and * The Nestle contract will be in place and provides a base from which to work. Exit Risk- Low/Moderate Given the forecast sales, the solid returns, and the planned IPO or Trade Sale strategy, the exit risk for the investor is assessed to be moderate to low. 222222. Vusion is developing a chemical analyzer and Sensor Cartridge, based upon the Electronic Tongue TM technology, which can instantly analyze complex chemical solutions. This major breakthrough in analyzer technology enables fine chemical manufacturers to: * Significantly improve product quality; * Increase manufacturing efficiency, and; * Rapidly respond to processing problems. These benefits will save millions of dollars annually by reducing downtime and improving plant utilization. In addition, numerous medical applications need real-time, on-the-spot, easy-to-use chemical analysis, which can save lives and reduce expensive hospital laboratory costs. The Gap in the Market Many liquid processing industries do not have the technology available for real-time measurement of product quality. The current approach is to remove a sample from the manufacturing process and perform a laboratory test. The time delay in this approach could result in high volumes of product currently in production being rejected, thrown away, or reprocessed. These inefficiencies can have a significant impact on a company's bottom line. Product costs can account for 40% of sales revenues. The on-line analyzers currently available are very expensive, have limited applications and accuracy, require skilled operators and generate delays in providing results. Meeting the Market's Needs
Vusion's analyzer and Sensor Cartridge will enable economical, real-time analysis of many complex chemical solutions, instantly identifying the presence and quantity of multiple chemicals within a mixture. The results can be fed directly into a process control computer, allowing customers to consistently produce high quality products on time, every time. Implementation Marketing & Distribution Strategy The initial market niche for Vusion's Analyzer within the U.S. is estimated to be worth greater than $500 million with annual sales of its Sensor Cartridge worth close to $130 million (see Primary Market).Vusion intends to enter this market by partnering with large process control original equipment manufacturers (OEM) that supply instrumentation to fine chemical manufacturers, pharmaceutical companies, and biotechnological companies. Vusion's goal is to design, develop, and beta-test analyzers through industrial collaborations and then sublicense the analyzer design to its OEM partner who will manufacture, market, and distribute the analyzers. Vusion will ramp up its Sensor Cartridge manufacturing and act as a sole supplier of Sensor Cartridges to the customers of its OEM partners. Other potential markets include but are not limited to Food and Beverage processing, Medical Diagnostics, and Environmental Testing. Manufacturing Strategy The analyzer consists of a customized housing into which the Sensor Cartridge can be placed and exposed to liquid chemicals within a process plant. The Sensor Cartridge contains a small silicon chip that holds chemically adapted beads housed in a disposable plastic cartridge. These beads react by producing a color pattern when exposed to different chemicals. Vusion will design and produce the chemical receptors to be placed on the beads and purchase the remaining components for the Sensor Cartridge from sub-contractors. Vusion will NOT assemble the final analyzer instrument but will sub-license to a larger OEM partner. Vusion will not incur the capital costs of developing a manufacturing facility for the instrumentation nor the expense of marketing or distributing the analyzer. However, the design, development and manufacture of the bead chemistry that makes up the added value provided by the Sensor Cartridge will remain proprietary to Vusion.
Management Jim spent 4 years as a Scientist in a start-up gene therapy company. More recently, he worked in business development at a functional genomics company alongside the DNA microchip product development team.
He is currently completing his MBA at While and has been working for Ingenious Reseaerch Strategy Consultant Dr. last 8 years performing research and is consulting
Sam He is currently Reseaerch
his MBA at While and has been working for Ingenious
The Problem Many of the products we use everyday - from sodas to the fertilizer we put on our lawns to prescription drugs - are made from complex mixtures of many chemicals. These products are manufactured in sophisticated processing plants. Despite the sophistication of these plants, companies often do not know if the composition of their product is correct until a final laboratory test is performed at the end of the process. If a mistake has been made, the result could be millions of dollars worth of poor quality product that either needs expensive reprocessing or must simply be thrown away (see Primary Market). Processing companies cannot completely measure product streams during production because the technology currently available for on-line process analysis consists of basic analyzers that usually measure only one aspect of the product. This information alone is insufficient for highly efficient process control. To truly know the composition of an intermediate or final product, a sample must be removed from the process stream and taken to a laboratory for analysis. These tests take a lot of time, during which high volumes of expensive product could be lost. Hence, there is a tremendous need for chemical manufacturing companies to be able to measure the complex mixtures within their processing plants in a real-time manner. Such technology would enable them to produce high quality products on time, every time. The Solution The solution to this gap in the market is at hand. Vusion Inc. is partnered with world class researchers at The University of Texas at Austin who are developing the first Electronic Tongue TM. The Electronic Tongue TM is an analyzer that mimics the human tongue using novel
chemical micro-sensor technology (see Figure 1). This recent scientific breakthrough in real-time measurement of complex chemical solutions is a vast improvement over current analyzer technology.he Electronic Tongue TM consists of a light source that shines onto chemically adapted polymer beads arranged on a small silicon wafer, which is known as a Sensor Chip. These beads change color based on the presence and quantity of specific chemicals, currently the receptors are sensitive to I part per million, however, I part per billion sensitivity is expected. The color pattern is captured by a digital camera and the resulting video signal is converted into data using a video capture board and a PC (see Figure 2). This data output is in a format compatible for input into a process control computer. The polymer beads can be chemically adapted to detect specific chemical compounds within virtually any chemical solution. The capabilities of the technology range from the measurement of simple chemical compounds like calcium carbonate in water (which effects water hardness), to complex organic compounds, such as hemoglobin in blood and proteins in food. Vusion Provides the Solution
Such product development flows from a laboratory process to mass production via the construction of a small scale manufacturing plant (known as a pilot plant), experimentation and process optimization, before the company completes the conceptual design of the full-scale plant. technology will also improve project economics for conceptual projects. This will make larger plants significantly more cost effective and profitable, thus making some projects viable that were previously uneconomical.
Strategic Alliances with marketers, vendors, distributors
Management Vusion's management team is highly motivated and talented with complementary skills and experience. However, Vusion recognizes that the team needs additional expertise and skills to grow the company rapidly into a market leader.
Jim will be responsible for licensing the technology from the UT system, as well as coordinating the business development and developing a longterm strategy for corporate growth at Ingenious Research. Tres abd CFO, will play a key role in securing financing for the company. He brings significant financial and accounting experience and have relevant experience working with venture capital firms and venturebacked companies. Ingenious Research the detection methodology to create the QUEST TM. The inventors will remain actively involved in the creative development of to Ingenious Research and eager to support (the Company's) product developments into the future.
Ingenious Research has also been working with a team of consultants to develop its marketing strategy and build upon its understanding of the potential for the QUEST TM within different commercial markets. selling to large blue chip corporations will aid in developing manufacturing and marketing strategies for Ingenious Research will help identify specific product market opportunities that utilize his scientific strengths developed during as well as his product development
SAVE Regulatory Environment In order to develop and market process control technology to the pharmaceutical industry, Vusion will have to provide experimental evidence that shows its technology is robust, reliable, sensitive, and reproducible enough to be used in closely monitored manufacturing environments. However, there are no regulatory compliance issues that Vusion would have to address prior to marketing its technology in
pharmaceutical process control applications. The customer would be required to validate the use of the instrument and provide the Food and Drug Administration (FDA) with relevant documentation to this effect. Vusion will develop protocols with the customer to support the FDA approval process. The FDA's main concern is reproducibility and efficacy. Vusion already has data demonstrating the consistency and accuracy (e.g. reproducibility) of its technology. With regard to marketing Vusion's technology for use within hospitals in the U.S., Vusion would have to gain regulatory approval through the FDA. The Code of Federal Regulations (CFR) provides guidelines for both the classification of medical devices, as well as the regulatory guidelines necessary to gain approval for the marketing of such devices. Since there is very little way of determining to what extent Vusion's instruments will require FDA approval until the instrument is actually designed and built, we will assume that the instrument will require the maximum testing and regulatory approval for a Class 11 medical device.
In order to achieve these milestones, the company is seeking $1,500,000 investment from an investor or group of investors in exchange for an equity share of the company. The seed investors will have preferential rights in subsequent equity rounds. **** Once the above milestones are met, Vusion will require $8,000,000 in start-up capital. The company plans on obtaining these funds from venture investors and / or a joint venture with a corporate partner. It is also pursuing SBIR (Small Business Innovation and Research grants) funding and NIST ATP (National Institute of Standards & Technology Advanced Technology Program grant) awards to supplement the equity capital raised in the prior round. The funds will be used to purchase the capital equipment needed to start operations and to hire relevant personnel to develop the beta versions of the product. (See Financial Statements for a list of staffing and capital expenditures, respectively).
CLAW BACK STRATEGY If the Ingenious Research Executive and Senior Management teams fail to achieve at least 70% of the key performance criteria contained in this business plan (subject to negotiation including a mechanism for measuring the investor's, directors performance and operational support) over the next eight (8) years, the funders and investors will be entitled to claw back based on performance from the Management team, at no cost. (The Company‘s) management teams would forfeit 20% of the equity, therefore the investor's holdings and return on capital investments would be magnified. Patentable Intellectual Property (IP): Ingenious Research plans on filing several patents in the near future to protect its intellectual assets. Based on the advice of our legal team, we are planning on three rounds of filings: Core: protecting the core technology as well as the business methods; Defensive: protecting the existing markets; Offensive: locking up additional key markets that the company plans to enter in the future to pre-empt the competition from entering these markets and therefore positioning Ingenious Research for success. Trade Secrets: the core of the company‘s solution offering is based on in-depth knowledge and expertise gained in several industries. This expertise is hard to replicate and requires significant investment in time and resources to duplicate. This provides Ingenious Research with a competitive edge that is hard to beat; Defensible Position: by entering the market on time and establishing a leading position, Ingenious Research also has the opportunity to establish many patents and pre-empt the emerging competitors from entering its space. This considerably increases the valuation of the company while attracting more interested buyers; Market Access: company has and is continuing to build a strong team of staff, advisors, directors, and strategic partners who have considerable access to the top players in the industries targeted. This will enable the company to build significant momentum in the market and lock up the lucrative segments of the market, thereby making the competition less attractive to potential new entrants and competitors. New entrants: new companies which enter the market can threaten the market share of competitors already in the market.