AllWhale - Business Proposal

by willo.

business proposal.

1. the big idea.

AllWhale is a non-pharmaceutical alternative to treating dysmenorrhea (menstrual cramping). It does this through the commercialisation of extracorporeal

1.1 Dysmenorrhea

Dysmenorrhea is the medical term for period cramps - a common part of the menstrual cycle. When the muscular wall of the womb contracts, it helps in shedding its lining during a period. Blood vessels are compressed, cutting off oxygen supply. This causes pain in the abdominal region.

(NHS, 2019)

Pre-period:

shockwave therapy (ESWT) technology, which has previously only been available to consumers through pain clinics or medical intervention.

Thick lining

Vagina

This can be broken down into two categories:

Primary dysmenorrhea: a lifelong issue which starts alongside your period. This results from a chemical imbalance in the body.

Secondary dysmenorrhea: caused by another physical condition, such as pelvic inflammatory disease (PID) or endometriosis.

(JohnHopkins, 2022)

During period:

Muscles contract, causing pain

During menstrual flow, the lining is shed

1.2 A Brief History of Pain Management

AD63: Scribonius

Largus relieved a pain in his foot by standing on an electrical fish.

1757: Reverend Edward Stone discovers willow bark reduces fever and pain.

1969: Germany Ministry of Defense research the effect of shockwaves on tissue.

1.3 Why is this a Problem?

From a sample of 225 women, experiences of dysmenorrhea varied. Some described it is

horrible. " "

unbearable. " " excruciating. " "

Many of the participants were calling for a ‘personalised intervention’. Flexibility and choice are required, but are currently lacking.

(Chen et al., 2018)

1.4 Problem Statement

Severe cramping plagues 2-29% of menstruating women. Despite existing treatments, consumers are hesitant to engage some solutions. This negative stigma will need to be explored to understand why pre-existing treatments fail.

(Nagy & Khan, 2022)

1974: The first wearable TENS machine is released in the US.

17.2%.

From a survey involving over 20,000 women were experiencing a decrease in work productivity, due to menstrual symptoms.

(Momoeda et al., 2020)

58.2%.

of 763 school-girls are missing at least one school day due to menstrual symptoms.

(Al-Matouq et al., 2019)

So, how can non-pharmaceutical pain relief be innovated to treat primary dysmenorrhea for women in work or education?

That’s the question AllWhale aims to answer. Not only will this be achieved through the product’s functionality, but the experience and interaction the consumer has with the business and brand. Comfort and ease should be evident in everything AllWhale does.

2001: NSAIDs account for 70mil prescriptions in the US.

2018: Further studies into shockwave therapy suggest it might relieve chronic pelvic pain.

(Jensen et al., 1985), (Szczeklik, 2013), (Dornier, 2022), (Maurer, 1974), (Green, 2001), (Franco et al., 2018)

1.5 What is our Unique Selling Point (USP)?

Shockwave therapy is an effective, noninvasive treatment of injured soft tissues, specifically tendinopathies and plantarfascia. However, there is research to suggest that the technology could aid in dysmenorrhea, by stimulating blood flow in areas which are compressed, alleviating pain as a result.

(Tomer, 2023)

The commercialisation of such technology is unseen in the consumer market, as it is rather new, and only previously used in niche situations.

Some of the benefits of doing so include: Increased availability: making it more widely available to patients, including those who may

1.6 Innovation Opportunities

In order to define areas that could be innovated upon, the ‘ten types’ framework was theorised.

It is typical for a ‘top’ business - on average - to utilise approximately 3.6 types of innovation. For a business like AllWhale, which remains in the early conceptual stages, the following areas have been identified as potential pathways for development.

(Keeley et al., 2013)

Network: how do you connect with others to create value?

Given AllWhale’s placement in the medical market, co-innovative relationships with other healthcare parties could aid in R&D. Croudsourcing with consumers could further this, and also gauge interest in new products.

Product Performance: how do you develop distinguishing features and functionality?

AllWhale’s technology is relatively new to

not have had access in the past. Improved outcomes: more patients can benefit from its healing properties. This can lead to improved outcomes and a better quality of life.

Revenue generation: medical device companies can generate revenue from the sale of devices and treatment services. This can help fund further research and development.

the market, having been only previously available in clinical settings, and rarely for dysmenorrhea. Its animalistic form is also a stand-out feature of the product, looking to add to the user’s positive experience.

Customer Engagement: how do you foster compelling interactions?

AllWhale’s intentions of alleviating discomfort expand beyond the product’s technological function. Areas such as marketing and packaging should look to engage the consumer in the same graceful simplicity.

Network

Product Performance Customer Engagement

1.7 Architectural Product Innovation

AllWhale: commercialised (ESWT) device which provides pain relief via acoustic waves.

Gene Therapy: turning off a particular gene has been found to prevent or alleviate chronic pain in mice. (Doctrow, 2021)

Non-Steroidal AntiInflammatory Drugs (NSAIDs): painkillers such as aspirin, ibuprofen, etc. (NHS, 2022)

Transcutaneous Electrical Nerve Stimulation (TENS): electrical stimulation which provides pain relief. (NHS, 2022)

Given the current state of the menstrual pain relief market, AllWhale falls under the scope of ‘architectural innovation’; market development strategy. (Ansoff, 1957)

This can ‘occurs when new products or services use existing technology to create new markets and/or new consumers that did not purchase that item before’

(Kennedy et al., 2020)

The big advantage of architectural innovation is the lowered risks. Since AllWhale makes use of pre-existing technology, less time and costs are incurred in the R&D department. However, if the business is to expand, it will need to invest in other projects, and shouldn’t be afraid to delve into more radical innovation.

2. business model canvas.

Collaborative Relationships:

• AllWhale will look to develop coinnovation relationships with healthcare conglomerates, such as GSK. This will allow for R&D for prospective products to be outsourced, to an extent. Working with such companies would also increase our business’ credibility, as we are working with trusted parties.

• a partnership with the NHS could allow for the AllWhale product to be recommended to patients, which they could then purchase as part of their personal health budgets (PHBs).

• non-profit organisations in the field (i.e. Freedom4Girls, Bloody Good Period) could aid in promoting the AllWhale brand.

Suppliers:

• the product will be manufactured in China, in order to maintain lower wholesale and retail costs.

Distributors:

• retail space will be rented for flagship stores, which will allow for the physical purchase and distribution of products.

• warehouse space will also be rented to fulfil online product orders and store excess stock. Products will be delivered via the consumer’s chosen delivery service (e.g. RoyalMail, Evri).

Production:

• appropriate contract for collaboration with healthcare organisations.

• all manufactured outsourced out of UK.

Funding:

• funding from investors and crowdsourcing.

Marketing & Sales:

• marketing prioritised.

Research & Development:

• initial R&D used to finalise product.

• future R&D to expand into new market.

Customer Service:

• operation of livechat, email and telephone.

• moderation of public forums.

cost structure.

Legal & Accounting: to ensure compliance with regulations and proper financial management.

Awareness:

• aim to de-stigmatise surrounding menstrual hygiene, which is typically Risk Reduction:

• extracorporeal shockwave (ESWT) is a lot safer management methods.

• painkillers and TENS detrimental exclusion significantly less constrained.

Convenience & Usability:

• use of product is more it doesn’t require future investments.

• technology works without ons on replacements.

key partners. key activities. value propositions. key resources.

Physical:

• manufacturing, distribution and retail space. Website server space.

Human:

• R&D collaborators with co-innovation parties; product development team.

• marketing; IT; customer services; HR.

• retail staff; warehouse workers.

Intellectual:

• patent; copyright; trademark; branding.

Financial:

• investors; research grants.

Product Development: to ensure that the products are high-quality and meet the needs and expectations of the target audience.

Technology & Equipment: to support the technology and equipment needed to deliver the product.

Operations: to support the day-to-day operations of the startup, such as rent, utilities, and salaries.

Marketing & Advertising: to help AllWhale reach its target audience and build brand awareness.

Contingency: for unexpected expenses or emergencies.

propositions.

de-stigmatise the discussion menstrual symptoms and typically a sensitive topic.

shockwave therapy safer than alternative pain methods.

TENS technology both have exclusion criteria; ESWT is constrained.

Usability: more convenient as future purchases or without the need for addreplacements.

revenue streams.

customer relationships.

Personal Assistance:

• livechat, email and telephone available for consumer queries.

• chat forums are also available for consumers to interact with AllWhale employees.

Automated Services:

• chatbot on website which directs consumer towards correct information if customer support is unavailable.

• FAQ page for common queries.

Communities:

• forum allows consumers to engage with other consumers; conversation over common interest.

Awareness:

• social media exposure (e.g. Twitter).

• printed collateral (e.g. TfL adverts).

Evaluation:

• clinical trials; publicised results.

Purchase:

• purchase directly from website

• flagship stores in central locations.

• available through NHS procurement.

Delivery:

• ordinary orders fulfilled via Royal Mail.

• NHS referrals through Home Delivery Service.

After Sales:

• information available via FAQ/email/chat.

Primary Stakeholders:

• menstruating women; focus on context of work and school.

• the every(wo)man: difficulty in vocalising sensitive issues and prefers to suffer in silence.

• the innocent: presence of menstrual cramps positively correlates with mental health declination.

• the explorer: plagued with menstrual symptoms which can potentially last beyond their expected period.

• can purchase product directly by their own volition; alternatively, NHS can refer a patient to AllWhale. Product can be obtained via NHS procurement channels.

Secondary Consumers:

customer segments. channels.

• secondary stakeholders will be regular communicators with the main consumer. Classmates and coworkers will see the positive effect of the product on the user. Housemates may also be involved in initial purchase.

Tertiary Consumers:

• healthcare professionals will provide expertise on the product’s technology and use. Sales reps will be involved in the user transaction, while manufacturers will create the initial product, with EoL in mind.

Asset Sale & Transaction Revenue:

• one-time purchases directly to consumers (B2C)

• asset sales to healthcare organisations such as NHS; can prescribe or offer to patients via NHS procurement channels.

Advertisement Revenue:

• additional profits by selling advertisement space on AllWhale website.

Value-Based Pricing:

• volume-dependent product; purchasing in bulk could offer monetary discount.

• initial retail price set at approximately £49.99.

3. customer segments.

The primary consumer is also the primary stakeholder - menstruating women. However, by defining the scope of the problem within the context of work and school, this demographic can be focused a little further. The archetypes below have been singled out as priorities, as research suggests that dysmenorrhic symptoms are the most detrimental to them. The original theory

the every(wo)man.

derives from Jung (Jung, & Read, 1989), although the archetypes here originate from Mark and Pearson’s research. (Mark & Pearson, 2001)

The secondary customer pathway concerns the referral of patients to the AllWhale product by doctors and GPs. This could be achieved via NHS procurement channels.

(GovUK, 2018)

The Every(wo)man represents the majority and has the desire to belong, but finds difficulty in vocalising sensitive issues and prefers to suffer in silence.

60%.

of school girls won’t talk to their teacher about menstruation.

(Armour et al., 2020)

the innocent.

The Innocent’s goal is to be happy, menstrual cramps positively correlates declination.

Girls with dysmenorrhea are prone depression.

(Alateeq et al., 2022)

“I wanttoconect with ot h e r s . . . ”

happy, but the presence of correlates with mental health

the explorer.

The Explorer aims to see the world, but is plagued with menstrual symptoms which can potentially last beyond their expected period.

prone to

of women reported non-cyclical pain at least once monthly. 55%.

(Armour et al., 2020)

“Hapyinparad i se ... ”

“Don ’ tfencemein... ”

Research suggests that menstrual pain is detrimental to an individual’s quality of life. More specifically, a reduction of 26%. This is across a number of areas, as depicted below.

Relationships

Living & Housing Dizziness & Sickness

Women without primary dysmenorrhea

Women with primary dysmenorrhea

Justifications derived from (Iacovides et al., 2013)

4. value propositions.

Derived from the standard business model, the value proposition canvas is employed so that the needs and values of the primary consumer are the centre point of the product development process.

(Osterwalder & Pigneur, 2010)

To summarise, the main value propositions of AllWhale are:

Awareness: AllWhale aims to de-stigmatise

value proposition.

gain creators.

menstrual symptoms and hygiene.

Risk Reduction: ESWT runs fewer risks than medication (i.e. no allergic reactions), and has fewer exclusion criteria than TENS.

Convenience & Usability: The technology AllWhale aims to provide will be more convenient than standard pharmaceutical painkillers, as it will not require future purchases.

• Handheld extracorporeal shockwave therapy (ESWT) device.

• Education and de-stigmatisation on topic of menstrual cramping.

• Provision of positive emotion (e.g. calm, contentedness).

products & services.

pain relievers.

• A long-term solution to menstrual cramping that isn’t pharmaceutical. It should negate the need for future replacement or purchases.

• Investments into commercialising technologies that aren’t already widely available.

• A reduction in dysmenorrhic symptoms.

• A more convenient method of accessing pain relief.

• Reducing strain on clinical staff by negating need for medical interventions.

customer profile.

gains.

• A non-pharmaceutical method of menstrual pain relief.

• Convenience and discreetness; possible to operate in public situations without drawing excessive attention.

• Reduction in negative stigma associated with menstrual symptoms and hygiene.

pains .

• Detrimented by physical pains; reduction in productivity at work/school.

• Inability to alleviate pain discretely without medication; existing technology (i.e. TENS) is conspicuous and difficult to access.

• Complete 35 - 40 hours of work a week (average work week from Dec 2022 - Feb 2023 = 36.6 hours). (ONS, 2023)

• Reduce independence on clinical staff and medical interventions when symptoms become too severe.

customer job(s).

Considering AllWhale’s aspirations to extend its influence throughout the entirety of the consumer’s experience - not just their

interaction with the product - channels will need to be considered at all stages.

AllWhale’s efficacy and popularity among consumers can be gauged by collaborating with the NHS - or private healthcare partieson clinical trials. This is a safer alternative to

providing the product to more media-oriented parties, such as lifestyle magazines.

Standard online orders will be dispatched via the Royal Mail courier service, as they’re well geared towards smaller parcels.

evaluation. delivery. after sales.

AllWhale will provide follow-up information and FAQs for customers who need assistance with their new product, or are interested in further education and advice. This will be

5. channels. awareness.

The most effective method of creating brand awareness is via social media, as there is research to suggest that, on average, people spend 6 hours 58 minutes looking at a screen per day. (Howarth, 2023)

Digital collateral will be prioritised over print. However, the latter won’t be entirely discredited. Opting for advertisements in high exposure locations - such as TfL transportation - would likely see an increase in brand interaction, and can further extend influence.

Flagship stores will also serve as a form of self-advertisement, through its interior design.

Patients who are recommended AllWhale through the NHS can order their product via the Home Delivery Service (HDS). (NHS, 2023)

provided via AllWhale’s dedicated website, which will be formatted such that it is devicefriendly. This should improve its overall accessibility.

purchase.

AllWhale operates through a B2B and B2C manner; the latter is fulfilled through the business’ website, where products can be purchased directly.

Given AllWhale’s goal of promoting comfort and serenity through all lifecycle stages, the creation of flagship stores could give physical form to this experience. A strong interior

design identity could lend itself to alleviating the consumer’s negative mood.

Once AllWhale is an established competitor within the market, there will be opportunities to sell our product via mainstream retailers, such as Amazon and Boots.

6. customer relationships.

Since the topic of pain can often be a sensitive topic for consumers, it is necessary for AllWhale to establish a strong, comforting relationship, and a welcoming environment.

personal assistance.

Given AllWhale is a medical technology product, it is necessary to provide customer assistance, should they need it; mistrust within the healthcare field is prominent. The

automated services.

In instances where a customer service assistant isn’t available, the AllWhale website will allow consumers to interact with its chatbot, which may be able to lead them

communities.

Consumers will be encouraged to engage with eachother, and share experiences. Discussion surrounding menstrual topics will be facilitated on a web-based forum, ultimately

This should ensure consumer retention. It should also look to establish relationships between consumers; they can find community in a shared experience.

business will provide a forum service on its website where consumers can ask for support. An email and telephone number will also be provided, but these will operate limited hours.

to the correct information without human intervention, saving resources. An FAQ webpage will also be hosted, in an attempt to answer onboarding consumer questions.

de-stigmatising them. It may also allow consumers to answer their own questions, or educate themselves beyond the scope of the product.

7. revenue streams.

AllWhale’s revenue streams are used to understand where its revenue comes from and how it can continue to generate revenue in the future. By analysing the different revenue

asset sale & transaction revenue.

Profit will be generated mostly from transaction revenue; one-time purchases by consumers, directly with the business (B2C). However, asset sales with organisations such

advertisement revenue.

In the early stages of AllWhale’s operation, additional profits could be gained through advertisement revenue on the business’ website. Space on the webpage can be ‘sold’

value-based pricing.

The price of the product can be volume dependent - if a consumer or organisation wishes to purchase an increased quantity, there is a potential for discounted offers as

streams and pricing strategies, AllWhale can identify areas where it can increase revenue or optimise its business model accordingly.

as the NHS will also generate some income (B2B). They will have rights to use and prescribe these products within their services.

to other companies (this can be regulated by AllWhale; only related or similar companies could be accepted, for example). Money will be generated per click.

AllWhale could save on shipping costs. From research and estimations, the product would retail at approximately £49.99. This should cover all initial costs and thus turn a profit.

AllWhale is establishing itself with a niche product; ESWT technology has never been commercially available within the context of treating menstrual pain. Therefore, to

8. key resources. physical.

Office Space: for employees to host meetings, develop designs and meet with key partners. Manufacturing Factories: for creation of product and storage of raw material.

Distribution Centre & Warehouse: for storage and delivery of stock.

human.

Medical Specialists (R&D): collaborative relationship with healthcare specialists will allow for iterative design to be accelerated.

IT, Marketing, HR & Customer Services:

intellectual.

Patent: to protect and safeguard the technology integrated into the product.

Copyright & Trademark: to protect and safeguard the visual identity of the business.

financial.

Investors: ideally, the project would garner initial funds from a business angel who can provide further resources, or through public donations via crowdfunding.

ensure the business’ initial success, it will be necessary to adopt a product-first approach. The quality and efficacy of the product must be prioritised.

Dedicated Servers: for website hosting. Raw Materials & Moulds: components required for manufacture.

overseeing the general functioning of the business.

Retail & Warehouse Staff: to facilitate the selling of stock.

Branding: documents detailing the branding guidelines such that conformity can be ensured.

Research Grants: the NHS is given approximately £153 billion by the government annually. (NHS, 2022)

Some of this money can be accessed as a research grant via the NHS Innovation Accelerator.

AllWhale looks to identify the important activities that it must focus on to create and deliver value to customers. By analysing these key activities, it can optimise its operations,

9. key activities. production.

When working in collaboration with healthcare bodies such as the NHS, an appropriate contract would be necessary to draft up. All manufacture and production will be

funding.

The project will require funding prior to its initiation. This will be needed to pay salaries of in-house employees, as well as the labour of external suppliers and distributors. This

reduce costs, and improve its overall performance.

outsourced beyond the UK. Whilst this may initially be more unenvironmental, the lightweight and easy stacking of the cargo offsets this effectively.

money will be raised from grants gifted from collaborative organisations, as well as crowdfounding campaigns, which will require effective marketing and communication.

marketing & sales. research & development.

The product’s success relies on the brand’s efficacy at interacting with the target demographic. Resources will need to be delegated into successful advertising collateral and campaigns, which will ultimately translate

into an increase in sales.

The sale of stock is considered equally as important as the pushing of the brand’s image.

The product may require additional R&D before it is entirely production-ready. Consultation with appropriate material suppliers and manufacturers will allow its extent to be gauged.

customer service.

The operation of personal assistance (i.e. live messaging, email, telephone) will need to be operated by in-house employees in order

This additional R&D will also allow for the business to expand beyond its flagship product, and break into new markets with new technology.

to keep the brand appearance up. Forums may also need to be moderated to ensure all content is safe and legal.

10. key partnerships.

The key partners within the AllWhale business can be divided into three categories: primary, secondary and tertiary. These are defined as the following:

Primary: parties who directly interact with the product and/or brand.

Secondary: parties who are indirectly affected by the product.

Tertiary: parties who are involved with the

conception, technicalities and logistics of the product and brand.

Healthcare bodies (e.g. NHS, GSK) will provide expertise on the product’s technology and use. Customer service representatives will be involved in the user transaction, while manufacturers will create the initial product, with EoL in mind.

Manufacturers/ Suppliers

.

Classmates/ Teachers

Menstruating Women

Healthcare Professionals

Coworkers

Housemates

Sales Rep/ Retail Outlets

Charity Organisations

(Governmental bodies are assumed to be a tertiary stakeholder involved in all stages of the product lifecycle.)

manufacture . purchase. usage .

endoflife(EoL). tertiary . secondary . primary

strategic alliances.

NHS innovation accelerator (NIA).

The NHS capitalises on collaborative efforts through its Innovation Accelerator. This is a partnership between industry, patient groups and governmental bodies, which allows for the streamlining of new innovative ideas in healthcare,.

The scheme is made even more effective by the use of open innovation. The NIA works

in ‘coopetition’ with its innovators - these individuals are usually competitors, but work together, in this instance, for the mutual benefits of a common goal.

AllWhale could benefit from this collaboration, allowing for its R&D to be partially outsourced. (NIA, 2022)

Marketing & Advertising Distributors

Mainstream Retailers

11. cost structure.

Cost Breakdown (%)

Legal & Accounting: 5%

Contingency: 5%

Technology & Equipment: 20%

Product Development: 30%

Operations: 10%

The delegation of funds - as depicted abovewould allow AllWhale to adopt a value-driven approach to its business practice. This is a customer-centric approach that prioritises delivering value to customers over

Legal & Accounting: to ensure compliance with regulations and proper financial management.

Technology & Equipment: to support the technology and equipment needed to deliver the product.

Operations: to support the day-to-day operations of the startup, such as rent, utilities, and salaries.

Marketing & Advertising: 30%

other business goals, such as maximising profits or minimising costs. By delivering value to customers, AllWhale can build a loyal customer base and create a sustainable competitive advantage.

Product Development: to ensure that the products are high-quality and meet the needs and expectations of the target audience.

Marketing & Advertising: to help AllWhale reach its target audience and build brand awareness.

Contingency: for unexpected expenses or emergencies.

12. references.

Online Resources:

Alateeq et al., 2022. Dysmenorrhea and depressive symptoms among female university students: a descriptive study from Saudi Arabia. [Online] Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/ PMC9447356/ [Accessed: 19th November 2022]

Al-Matouq et al., 2019. Dysmenorrhea among high-school students and its associated factors in Kuwait. [Online] Available at: https://pubmed.ncbi.nlm.nih.gov/30885151/ [Accessed: 15th November 2022]

Ansoff, I., 1957. Strategies for Diversification. [Online] Available at: https://archive.org/details/ strategiesfordiversificationansoff1957hbr [Accessed: 20th November 2022]

Armour et al., 2020. The Prevalence and Educational Impact of Pelvic and Menstrual Pain in Australia: A National Online Survey of 4202 Young Women Aged 13-25 Years [Online] Available at: https://pubmed.ncbi.nlm. nih.gov/32544516/ [Accessed: 17th October 2022]

Chen, C. X., Draucker, C. B. & Carpenter, J. S., 2018. What women say about their dysmenorrhea: a qualitative thematic analysis. [Online] Available at: https://www.ncbi. nlm.nih.gov/pmc/articles/PMC5833075/ [Accessed: 26th October 2022]

Doctrow, 2021. Gene therapy for chronic pain relief. [Online] Available at: https://www.nih. gov/news-events/nih-research-matters/genetherapy-chronic-pain-relief [Accessed: 1st April 2023]

Dornier, 2022. Shock wave therapy. [Online] Available at: https://www.dornier.com/ products/shockwave-therapy/ [Accessed: 16th November 2022]

Franco et al., 2018. Non-pharmacological interventions for treating chronic prostatitis/ chronic pelvic pain syndrome. [Online] Available at: https://www.ncbi.nlm.nih.gov/ pmc/articles/PMC6494451/ [Accessed: 1st November 2022]

Green, G. A., 2001. Understanding NSAIDs: From aspirin to COX-2. [Online] Available at: https://www.sciencedirect.com/science/ article/pii/S1098359701900699?via%3Dihub [Accessed: 3rd November 2022]

Howarth, 2023. Alarming Average Screen Time Statistics (2023). [Online] Available at: https:// explodingtopics.com/blog/screen-time-stats [Accessed: 4th April 2023]

Iacovides et al., 2013. Reduced quality of life when experiencing menstrual pain in women with primary dysmenorrhea. [Online] Available at: https://obgyn.onlinelibrary.wiley. com/doi/10.1111/aogs.12287 [Accessed: 1st November 2022]

Jensen et al., 1985. The use of transcutaneous neural stimulation and isokinetic testing in arthroscopic knee surgery [Online] Available at: https://journals.sagepub.com/doi/ abs/10.1177/036354658501300105 [Accessed: 1st December 2022]

John Hopkins Medicine, 2022. Dysmenorrhea. [Online] Available at: https://www. hopkinsmedicine.org/health/conditionsand-diseases/dysmenorrhea [Accessed: 11th October 2022]

Kennedy et al., 2020. Strategic Management. [Online] Available at: https://pressbooks.lib. vt.edu/strategicmanagement/chapter/7-4types-of-innovation/ [Accessed 10th April 2023]

Maurer, D., 1972. Transcutaneous stimulator and stimulation method [Online] Available at: https://patents.google.com/patent/US3817254 [Accessed: 12th November 2022]

NHS, 2019. Period Pain. [Online] Available at:

https://www.nhs.uk/conditions/period-pain/ [Accessed: 7th October 2022]

NHS, 2022. NSAIDs. [Online] Available at: https://www.nhs.uk/conditions/nsaids/ [Accessed: 9th October 2022]

NHS, 2022. TENS (transcutaneous electrical nerve stimulation). [Online] Available at: https://www.nhs.uk/conditions/ transcutaneous-electrical-nerve-stimulationtens/ [Accessed: 21st October 2022]

NHS Innovation Accelerator, 2022. NHS Accelerated Access Collaborative. [Online] Available at: https://www.england.nhs.uk/aac/ [Accessed: 11th November 2022]

NHS England (2022) Our funding. [Online] Available at: https://www.england.nhs.uk/ publications/business-plan/our-2022-23business-plan/our-funding/ [Accessed: 25th November 2022]

NHS, 2023. Home Delivery Service (HDS). [Online] Available at: https://www.supplychain. nhs.uk/home-delivery-service-hds/ [Accessed: 12th April 2023]

ONS, 2023. Average actual weekly hours of work for full-time workers (seasonally adjusted). [Online] Available at: https://www. ons.gov.uk/employmentandlabourmarket/ peopleinwork/earningsandworkinghours/ timeseries/ybuy/lms [Accessed: 15th April 2023]

Szczeklik, A., 2013. The History of Apirin: The Discoveries That Changed Contemporary Medicine [Online] Available at: https:// www.pas.va/content/dam/casinapioiv/pas/ pdf-volumi/acta/acta-18-pdf-papers/acta18szczeklik.pdf [Accessed: 25th November 2022]

Tomer, 2023. Extracorporeal Shockwave Therapy (ESWT). [Online] Available at: https:// www.physio-pedia.com/Extracorporeal_ Shockwave_Therapy_(ESWT) [Accessed: 29th March 2023]

Books:

Jung, C.G. & Read, H., 1989. The Collected Works of C.G. Jung, vol. 6: Psychological types. London: Routledge.

Keeley, L. et al, 2013. Ten types of innovation: The discipline of building breakthroughs. Hoboken, NJ: Wiley.

Mark, M. & Pearson, C., 2001. The hero and the outlaw: Harnessing the power of Archetypes to create a winning brand. New York: McGrawHill.

Osterwalder, A. & Pigneur, Y., 2013. Business model generation A handbook for visionaries, game changers, and Challengers. New York: Wiley & Sons.

13. appendix & supporting material.

13.1 AllWhale Product Concept

13.2.1 Values integral.

Willo is honest and transparent in all business interactions. We work with ethical principles in mind, and uphold a strong moral code. We maintain a commitment to doing what is right, even when it is difficult or unpopular.

empathetic.

We strive to understand and connect with the needs and emotions of others. It involves being sensitive and attentive to the experiences and feelings of customers, employees, partners, and other stakeholders.

convenient.

All of WIllo’s products - as well as the way we portray ourselves - aim to be as accessible as possible. We understand that consumers have busy and often hectic lives, and seek to make their experience as effortless as possible.

reliable.

Willo aims to consistently deliver highquality experiences to its customers. We understand that users value consistency and dependability, and we seek to establish a reputation for delivering on our promises.

In essence, integrity is the foundational value that underpins all of our other values and is essential for building trust and credibility with all stakeholders.

In essence, empathy is a value that recognises the importance of human connection and the role it plays in building lasting and meaningful relationships with stakeholders.

In essence, convenience is a value that recognises the importance of providing customers with a hassle-free and enjoyable experience that meets their needs and preferences.

In essence, reliability is a value that recognises the importance of trust and dependability in establishing a strong brand reputation and fostering customer loyalty.

willo. allwhale.

13.2.2 Logo & Sub-Logo

by willo. by willo.

13.2.3 Scaling & Spacing

Ensure that our logo is appropriately sized for the intended medium. A small logo on a large billboard will not be effective, nor will a large logo on a business card.

Maintain clear space around our logo and sub-logo to ensure that they stands out and are not crowded by other design elements. The amount of clear space required can vary, but as a general rule, a space equivalent to half of the height or width of the logo is recommended, as detailed here.

by willo.

by willo.

by willo.

13.2.4 Colour Palette

13.2.5 Typography

Canvas Script Heavy

a b c d e f g h i j k l m n o p q r s t u v w x y z

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

1 2 3 4 5 6 7 8 9 0 ? ! * + ( . , )

Canvas Script Regular

a b c d e f g h i j k l m n o p q r s t u v w x y z

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

1 2 3 4 5 6 7 8 9 0 ? ! * + ( . , )

Gotham Medium

a b c d e f g h i j k l m n o p q r s t u v w x y z

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

1 2 3 4 5 6 7 8 9 0 ? ! * + ( . , )

Gotham Medium Italic

a b c d e f g h i j k l m n o p q r s t u v w x y z

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

1 2 3 4 5 6 7 8 9 0 ? ! * + ( . , )

Gotham Book

a b c d e f g h i j k l m n o p q r s t u v w x y z

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

1 2 3 4 5 6 7 8 9 0 ? ! * + ( . , )