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Design Innovation Development and Marketing Strategies DMGT 720 Winter 2018

Professor Hilary Collins



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PROJECT PLANNING Project Subject Problem Statement Target Customer Segments Value Proposition

INDUSTRY SWOT PESTEL Five Forces Key Success Factors Resources & Capabilities


Competitive Advantage Scenarios

MARKET Blue Ocean Strategy Shell's Directional Matrix Gaining New Customers Service Quality Gap Map

CONSUMER Survey Consumer Journey Persona & Empathy Map Change Model Marketing Strategies

MEET "ba" Brand personality Brand Font & Colors App Design Mockups Interfaces

BUSINESS MODEL Business Model Attributes Analysing other Start-ups Legal & Funding Costs Structure Busines Model Canvas ZAG


Duration Start Completed

Contents 01

UNDERSTANDING “ba” · Who we are · Mission, Vision, Ethics · Opportunity and Problem Statement · Value Proposition · Target Customer Overview


OUR INDUSTRY · Industry Analysis · Why Wellness? · Wellness Industry Overview · Industry Analysis Introduction · SWOT · PESTEL · Porter’s Five Forces · Competitive Analysis · Stakeholder Map · Key Success Factors · Analysis Conclusion · Competitive Advantage · Resources & Capabilities · Scenario Planning & Strategies · SFA Evaluation


OUR MARKET · Introduction · Blue Ocean Strategy · Strategy Canvas · Shell’s Directional Matrix · Gaining New Customers · Service Quality Gap Map


OUR CONSUMER · Overview · Why a Survey? · Consumer Journey · Persona · Empathy Map · Journey Map · Change Model · Marketing Strategies

Contents 05

MEET “ba” · Determining brand personality · Typeface font · Building color scheme · Brand Colors · Logotype Wordmark · App Design · Mockups · Interfaces


UNDERSTANDING OUR BUSINESS MODEL · Business Model Attributes · Analyzing other Internet Startups · Legal & Funding · App & Website Cost Structure · Expected Income · Expected Expenses · Business Model Canvas · Zag

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Who we are

Shreeprasanna Kottakota

Brittany Merkle

Lorenza Ruiz

Beatrice Zhou

Experience in Design Strategy, Graphic Design & Architecture

Experience in Service Design, Evidence-based Design & Healthcare

Experience in Business, Design Management & Strategy

Experience in User Experience Research, Design &International Relations





Mission Our mission is to create a wellness community for millennials that inspires a holistic lifestyle through an engaging online platform with interactive activities. We stand for a collaborative, proactive, empowered, and healing culture built to promote long lasting relationships with our users, employees and communities.

Vision “ba” will become the leading go-to social network connecting people that want to achieve a holistic wellness lifestyle.

Ethics “ba” emphasizes ethics in its internal and external relations. Our goal is to promote trust and transparency amongst our employees as well as to clients, users, and important stakeholders. We have four defining core values which embody our ethics principles and how they are incorporated into our daily function as a company. Our core values are our fundamental beliefs upon which we built our company and continue to grow.

Core values: Collaboration & Unity – We wish to promote a positive virtual environment where our users may learn from each other as well as from our interactive tools. Our space provides a platform for users to socially adapt their lifestyle toward healthy alternatives and bring together inspiring communities. Proactivity – One of our main goals is to be ahead of the curve in terms of knowledge base and engaging tools. “Ba” is a site where there is constantly evolving and informative resources in order for our users to learn new strategies for holistic wellness. Empowerment – We believe in our users and the capabilities they hold as individuals and as communities. Our service is in the hope of encouraging our users to be more active and feel a sense of belonging. Healing – Our potential and current users are the core of our company. We recognize the complexity in maintaining mind, body and soul balance and wish to be a point of reference for our users, wherever they may be on the healing spectrum.

Opportunity Statement To create a ‘well-being-based’ social community online that harnesses evidence-based resources and expert testimonies to deliver wellness information in creative ways.

Problem Statement With the proliferation of online social networks in America, there is a concern for sedentary lifestyles and an inability to utilize these digital platforms toward healthy outcomes. In a study done by Statista, 30.6% of adults aged 20 years or older were considered overweight or obese in 2016, with a steady incline over the previous 10 years. The literature suggests the link between social media and obesity are related to the user associating norms and associations via a social network, mirroring weight influencing behavior of others and aspiring to the body size of others in one’s social network. (Powell et al, 2015)

Value Proposition

External: For: digital consumers in target market(s) Who: seek productivity, connectivity and healthy lifestyles The: company “ba” Is a: social media platform online That provides: a holistic approach to wellness Unlike: the many platforms and applications that only provide one topic of wellness or none at all Our guidelines: help us deliver industry leading services centered on the complete user’s sense of wellbeing, mind, body and soul.

Internal: For : company development teams Who: are charged with bringing reliable sources and designated experts to users The: company “ba” design team initiative Is a: reliable, trustworthy group with health and design experience That provides: reputable sources, expert background checks and a positive user-environment Unlike: many teams who do not have appropriate or tested resources Our guidelines: help us deliver innovative services with well-researched user-focused topic.

Target Consumer Overview

Millenials The Pew Research Center defines millennials as those born between 1981 and 1997 (Fry, 2016). But Rand Corporation may extend the age group ranging between 1980-2004 (Weinbaum, et al, 2016). Born : 1981 - 2003 Age : 13-36 yrs

Why Millenials? Millennials have surpassed baby boomers as nation’s largest living generation (ages 18-34 in 2015) at 75.4million. They will peak as largest generation in 2036 at 81.1 million (Fry, 2016) and are the target consumer to go after - an estimated spend of $600 billion each year. They are the largest generation with 80 million members, most technology savvy and highly connected as stated by Kira Karapetian. (Fromm, 2017). According to Keith Knopf, Millennials research information more often than any other generation, includes social media platforms with digitally-driven mindset (Fromm, 2017). Younger consumers are most willing to initiate on behalf of their well-being (Gustafson, 2017).86% of Millennials would rather be healthy than wealthy (Weinswig, 2017) and 39% of Millennials say their stress has increased in the last year, compared to 36 percent of Gen Xers, 33 percent of Boomers and 29 percent of Matures (American Psychological Association, 2012). Younger adults are more likely than older generations to report engaging in certain coping activities to manage stress.

Despite reporting that they are engaging in various stress management techniques, more than one in four younger adults (30 percent of Millennials and 25 percent of Gen Xers) say they do not feel they are doing enough to manage their stress, compared with about one in 10 older adults-15 percent of Boomers and 6 percent of Matures (American Psychological Association, 2015) and younger Americans report difficulties as they try to achieve some healthy living goals(American Psychological Association, 2015).They are approaching their peak spending years. Over the next 5 years their spending will increase by 15% simply by getting older. 80% of millennials own a mobile phone and 75% have social media profiles which has a direct influence on their behavior as consumer and how they approach brands. (Drucker, 2015)

Understanding our Industry

Industry Analysis ‘ba’ lies in combination of two industries: The Wellness industry and The Social Network industry. It is important for us to know their components and the factors that shape them in order to know where our strengths and weakness lie, how strong is the competition, how big of a market we might be looking to penetrate, and etcetera. Through our analysis we were able to see how more and more people, especially Millennials, are concentrating on living a healthier lifestyle, due to increase levels of stress and anxiety (Beaton, 2016) or just an interest in healthy living (Weinswig, 2017). At the same time, social networks are connecting more and more people (Singh, 2014) thus our personal lives, and how we connect to people has been shifted to a digital realm. For some, social connectivity is easier and more convenient than ever. Tremendous information may be obtained easily and quickly without leaving your home our reaching out to experts.

This analysis seeks to represent how both industries will affect, shape, and direct our company. We aimed to examine our industries’ environment using SWOT, PESTEL and Porter's Five Forces Analysis. Through these, we determined relevant macro environmental factors that will have an impact in our business. The analysis was made through secondary research using information published online from sources such as The Wall Street Journal, Forbes, The Global Wellness Institute, The American Psychological Association, WebMD, Harvard Business Review and so on. We also examined both of our industries through databases such as Euromonitor and Business Source Premier. Our key points are summarized in each matrix, and are justified at the end of the analysis before the Key Success Factors.

Why Wellness? The wellness industry grew to 3.72 trillion US dollars between 2013 to 2015 while the global economy shrank -3.6% (Greene, 2017). The industry contains multiple modalities and ‘dimensions’ to create a holistic sense of well-being. The Global Wellness Institute includes a list of 25 different modalities under the umbrella industry of wellness, for example Ayurveda or meditation. The industry offers a plethora of information and activities toward finding a holistic balance, encompassing mind, body and soul. Mann (2017) argues millennials rely on social networks for information. The millennial generation value authenticity and level of detail transparent to the consumer (Fromm, 2017). There is an opportunity to bridge the wealth of wellness information to a social network for positive user outcomes and success sharing.

Wellness Industry Analysis The World Health Organization defines wellness as a state of complete physical, mental, and social well being, and not merely the absence of disease or infirmity.The National Wellness Institute defines it as a conscious, self-directed and evolving process of achieving full potential. The Global Wellness Institute states 25 modalities that form the wellness industry, some of those are: Acupressure Pilates Acupuncture Relaxation Therapy Aromatherapy Sauna Ayurveda Sleep Health Exercise Yoga Nutritional Counseling

Smoking Cessation Hydrotherapy Tai Chi Manual Lymph Drainage Traditional Chinese Medicine (TCM) Massage Weight Loss Meditation Workplace Wellness Music Therapy

The National Institute of Wellness has 7 dimensions for wellness :


The industry’s economy is represented below in a chart made by the Global Wellness Institute (2018).

SWOT Analysis



• A unique social network with holistic approach to wellness targeting mind body and soul • SN offering community building, trustworthy and transparent information through constant innovation and user engagement • Easy access / usage • Just use for intention / use and connect with other people • Innovative culture and activities • Branding experience from the founders • Potential benefits and collaborations due to relationships • Experience in research and develop ment as well as analyzing data

• Increasing young population interested in healthier lifestyles. • Millennials are the world’s largest generation. • Consumers now see luxury in terms of their well-being • Increase use of tech & automation in both Wellness and Social Network • Easy access • Wealth of information • Easy access to information has increased popularity • Implementation of wellness programs in many organizations. • Holistic (lack of cohesiveness in industry)



• Easy to find alternate solutions or options • Many competitors on online platforms apps and physical centers • Hard to gain trust from users at early stages • Lack of know-how in software and IT • Lack of funds for constant innovation in terms of website differentiators

• Existing strong competition: direct and indirect. • Market is difficult to penetrate. • Social Network current and growing bad reputation. • Government Regulations. • Decrease in US economy could lead people to spend less money on Wellness Industry. • The lack or regulation in IT technologies. • Lack of trustworthy sources/people. • The trend of habit in DIY treatment. • Difficulty to make our users aware of the benefits of our social network.



• Government initiatives, expenditure, and programs such as the Affordable Care Act and Medicare • Pre-existing conditions for the industry's regulations • Company wellness programs • Insurance • National center for comple mentary and integrative use

• Expensive insurance and health care costs - seek new alternatives • Wellness programs – companies are now willing to spend money for their employees to be healthy. • Demographics determine health. • Access to information = well-being, e.g: poorer, older, less educated, have little access to internet • Medicare Debate • Wellness Industry is growing exponentially • Companies are spending more on digital health care


PESTLE Analysis

• Healthier lifestyle • Increase on technology usage for well-being and to connect • Younger populations interest in well-being is increasing • Younger population connection habit is now more digitally based • Trends in coaching, DIY treatments, and being your “own doctor” • Popularity and increase of recognition of alternative therapists • More access to information due to digital connection

TECHNOLOGICAL • Increase in health care technology is shifting the industry towards an always connected one focused of prevention, monitoring and treatment. •Augmented reality incorporated in hospitals •Biotech and wearable health trackers • Health apps popularity - nutrition/exercise/ mindfulness • Technological advances for med devices and exercise • Increasing automation in business • AR and VR incorporated in social network platforms • Chatbots incorporated to CRM in digital platforms • Home smart devices such as Alexa and Google Home



• Regulations imposed by Wellness authorities in regards of places, products and services. • Sanitation standards for health-related spaces • Quality assurance • Laws for establishments • Certification for practices/ professional experts. • Increase of legal and scientific recognition of alternative therapies • Implementation of on-site clinics on companies.

• Social networks impact on local communities • Trend for ‘greener” and healthier lifestyles • Global warming awareness or lack of. • Recognition by authorities. •Carbon footprint impact

Porter’s Five Forces Analysis Wellness Industry

Bargaining power of buyers

High – Since there is a lot of competition within the industry, buyers can bargain for differentiated products and platforms. It is difficult to maintain loyalty due to variety of options in marketplace. Health & Wellness programs have reached 2.3 billion people with over 30,000 communities. There is strength in the number of Americans seeking healthier lifestyles (Vos, 2016).

Bargaining power of suppliers

Low - There are many diverse perspectives for people to being well and how to achieve being ‘well’ via social media, the power of suppliers is low. e.g. there are many fitness centers and types of fitness centers – gyms, yoga, dance studios, etc. Flurry data shows that of active health & fitness app users, 96% are using only a single app. According to Kesiraju (2017) since 2014, there has been a massive growth of 330% in health & fitness app category. Workout and weight loss apps account for 73% of the health & wellness app space (Kesiraju, L. 2017).There is an increase of supplier power for differentiated products in terms of luxury, exclusivity, certifications, and so on. In our terms, we can promote a single site/app that is all-inclusive focusing on more than workout/weight loss.

Threat of new entrants Low-Moderate – Wellness related organizations, in most cases, require elevated investment costs in terms of equipment, spaces, and/or certifications. For a stand-alone wellness center, the procurement and requirements, electrical, etc. may cost up to $160.85/sq. foot. The consumers seek organizations that can be trusted in helping them achieve their goals and are consistently checked for quality assurance measures. Entry barriers are high in these types of organizations. In an interview with NY Times, Nathan Cortez, an expert in medical technology law suggests that not all of the health apps are helpful, and may in some cases, even be harmful. This suggests a distrust of not only the organizations providing health/wellness platforms, but also the apps/sites leading consumers to them.On the other hand, a lot of alternative wellness modalities such as reiki, nutrition or yoga may not require a big investment to start and may penetrate the market easily. There exists also, a possibility of existing competitor penetrating a different but existing market. E.g. a Yoga company entering the meditation market.The costs of apps largely based on features and complexity of platform, simple apps will start around US $25,000 to more complex can push beyond $1 million.

Threat of substitute products or services Moderate to low – there is and there will always be a substitute for the market. As long as there are outdoor free facilities, homemade products, internet and so on. But, there is an increasing interest and push for wellness-oriented lifestyles. There are many ‘free’ options, borrowing a yoga DVD rather than purchasing or run outside versus at the gym’s treadmill. In addition, companies around the world are implementing wellness programs within their organizations based on many studies linking the benefits of having healthier employees in the workplace. With tax incentives and grants available, according to Berry, Mirabito and Baun (2010), the US government is incentivizing companies to implement health and wellness programs. healthy employees cost the company less in the end, pushing for prevention rather than reactive workers compensation. (2010)

Rivalry among existing competitors High – Since it is an industry that is growing and trends indicate that it will continue to do so, the industry has very low exit barriers. Since the industry is formed by many modalities, each with many competitors, the fight for the market is high.

Porter’s Five Forces Analysis Social Network Industry

Bargaining power of buyers High – There are so many options for user that creating an appealing competitive advantage is key to maintaining users and creating market share. The availability and easy access to the competition makes users try and navigate through many different networks. The creation of a new social network is difficult in the beginning due to the lack of knowledge and trust on it by the target market. (Fromm, 2017) Bargaining power of suppliers High to Moderate - servers, software and hardware, the initial outsourced programmers, etcetera may have at the beginning a high bargaining power. With the existing trend we believe this will decrease to a moderate power due to in-house programmers and better relations. If the equipment and technology used seems to be dependable on a limit amount of supplier then their power may remain high. (Kesiraju, 2017)

Threat of new entrants High – Since it is easy to create and establish an online site and network, entry levels are low. However, there are dominant social network owning the majority of the market, big investments may be required to gain awareness and generate revenue (if that’s an intention). Threat of substitute products or services High – The internet is filled with information and sites that offer diverse activities for specific interests. With new technologies and new gadgets coming into the market, there is a big threat of substitutes. (York, 2018) Rivalry among existing competitors High – The existence of social networks such as Facebook, Instagram, Snapchat, Nike+, Twitter, YouTube and other social giants represents the threat and the high rivalry already existing in the industry. (Ordonez, 2017) The gain of market share has to be acquired with differentiation in terms of offerings, innovation, information, community, and functionality.

Threat of new entrants LOW

Bargaining power of suppliers LOW


Rivalry among competitors



Bargaining power of buyers HIGH

Threat of substitutes LOW


Wellness Industry Social Network Industry

42% of individuals view health information on social media look at health-related consumer reviews and 32% of US users post about their friends and family’s health experiences on social media(referral MD, n.d).

Competitive Analysis

The consumer is increasingly becoming more informed about his health, either in the form of basic health question posed through Google, or by heading directly to health websites, such as WebMD, Mayo Clinic and Medicine Net, or Ada Health, and Your M.D.. (Ordonez, 2017). With 244 million monthly active users, YouTube is the major social media platform in the US. This has made consumer health firms to go beyond ads to building stories to engage with the digital consumer (Ordonez, 2017).Facebook, YouTube and Instagram are the top 3 social media platform in main consumer health markets in 2016 (Ordonez, 2017). DaoCloud is a social wellness network that allows users to access trusted holistic health solutions and connect with wellness enthusiasts (Crunchbase, n.d). Instagram has over 180 million uses of #fitness. They can’t scroll through their feed without seeing at least one fitness-related post. Instagram is the “happy place” for fitness professionals because it allows you to leverage influencers (i.e. athletes, trainers) to grow your audience (Simple strat, 2017).

16% of Facebook users post reviews of medication, treatments, doctors or insurers.This may seem like a small number, but remember – there are 191.3 MILLION users in the US alone. The quantity, let alone quality of the content being posted by several million users is absolutely invaluable to your brand and 53% of physician practices in the United States have a Facebook page ( referral MD, n.d). Tumblr launched "Post It Forward" Campaign to Help Destigmatize Mental and Emotional Health Issues & Encourage Overall Wellness on ‘Its Platform and Beyond’ that promotes positivity and support in online communities. Issues related to mental and emotional health are prevalent in online platforms for self expression, but often stigmatized in users' offline lives. and the tag #PostItForward will serve as hubs for community building, support, and healing for those in need. Through these platforms, users can speak to their personal experiences, offer positive messages of encouragement, and raise awareness of organizations that have helped them throughout their journeys. WebMD is the most popular source of health information in the US, and is likely to dominate your Google search results for almost any medical question you have. According to its editorial policy, WebMD promises to empower patients and health professionals with "objective, trustworthy, and accurate health information (Vox,2016).

Popular YouTube WebMD

Facebook Pinterest

Instagram DaoCloud

Tumblr Livestrong Mayo Clinic MindBodyGreen Well+Good

Low Content

High Content AARP Health, Wealth & Happiness


TheChalkboard Magazine

Not Popular

Social Network Wellness Social Network

The following findings were extracted through secondary research and helped us create the key points for our analysis. The complete reference can be found at the end of this document.

• UC Davis states there are eight dimensions of wellness: occupational, emotional, spiritual, environmental, financial, physical, social, and intellectual. Each dimension of wellness is interrelated with another.

• Younger generations are most willing to initiate on behalf of their well-being. (Gustafson, 2017)

• There is no social network that I go to all the

• Workout and weight loss apps account for 73% of the health & wellness app space (Kesiraju, L. 2017).

Industry Analysis

time, for all my social information-sharing needs. (WebMD, 2013)

• Women are twice as likely to be affected as men. (Anxiety and Depression Association of America, n.d.)

• The lack or regulation in IT technologies could shift and affect the industry in the upcoming years. (Price, 2018)

• With over 200,000 health apps in the Apple store, (Ordonez, 2017)

• Studios & fitness apps grew 49% from

• Wikiwealth suggests threats: government regulations, bad economy, change in tastes, and substitute products. (Wellness SWOT, 2017) • Wikiwealth suggests opportunities: online market, innovation, new products and new markets. (Wellness SWOT, 2017) • Wellness trends include hyper personalized healthcare at home testing e.g. Lifelong Vitality package and healthtopias where consumers seek 360-degree wellness. (Greene, 2017) • Wellness Industry grew to 3.72 trillion between 2013-2015 while the global economy shrank -3.6% (Greene, 2017) • Wellness contains multiple modalities and was valued at 3.7 trillion in 2017. (Global Wellness Institute) • New technologies like augmented reality, virtual medicine advances, biotech, and wearables will be integrated into the healthcare landscape to provide additional methods for the provision of care, patient monitoring, diagnosis, and treatment.

2016-2017 showing high bargaining power of suppliers/investors (Kesiraju, Vogels, Analytics Manager, 2017) • Social Network have limited roles in developing face-to-face contact in communities. (Niven, 2011) • Social media in the future will be effortless and everywhere (Singh, 2018) • People will take a more active role in their own well-being…. Self-diagnostic and other personal care tools that are close at hand allow people the opportunity to stay as healthy as ever. (BD+C, 2016) • People catalog their lives in social media, looking great, feeling good and sleeping well are the new luxuries that consumers want. (Weinswig, 2017) • Online communities engender feelings of

• New technologies like augmented reality, virtual medicine advances, biotech, and wearables will be integrated into the healthcare landscape to provide additional methods for the provision of care, patient monitoring, diagnosis, and treatment. • More than half of all American could suffer from obesity by 2030, and that would cost a staggering $500 billion in lost economic productivity. (Trust for America’s Health and Robert Wood Johnson Foundation, 2012) • Millennials want to build communities around healthy living (Weinswig, 2017)

Industry Analysis

• Millennials are the world's largest generation (Vos, 2016) • Millennials are satisfied with advice from online resources and informal ones (Vos, 2016) • Millennials are increasingly skeptical of authority (Vos, 2016) • Millennials are digital natives and have shifted the healthcare industry to customer-centered. (Vos, 2017) • Medical studies related to wellness approaches are growing fast. (Wellness Evidence, n.d.) • Medical Nano robots demonstrated in humans are able to extend the immune system. (A360, 2013) • Laws for companies for onsite clinics (Lagnado, 2018). • It’s expected that by 2018, 50% of business in the US will have an on-site care clinic (Lagnado, 2018) . • Investment of employee health programs suggested to promote employee productivity, morale and higher performance (Lauby, 2013)

• Innovation needs to account for fitness/wellness app seasonal draughts e.g. holidays/resolutions (Kesiraju, Vogels, and Analytics Manager, 2017) . • In the US only 3% of healthcare spending is focused on prevention, while roughly 75% of healthcare costs are due to obesity, smoking-related disease and other preventable conditions (Institute of Medicine for the National Academies, 2012). • IBX wire provides a secure, HIPAA compliant platform for health-oriented wellness (Lauby, 2013) . • Hundreds of millions of people worldwide now seek alternatives to the costly sickness-based, traditional healthcare system, and are embracing prevention and integrative medicine (Wellness evidence,n.d.) • How a person contributes to their environment and community, and how to build better living spaces and social networks (National Wellness institute, n.d.). • Higher participation on weekdays with best times and potentially most active times Monday through Wednesday. Users want a way to arrange studio visits through a mobile app (Kesiraju, Vogels and Analytics Manager, 2017) . • Health care costs are increasing while the population is getting sicker (Lagnado, 2018). • General Anxiety Disorder affects 6.8 million adults, or 3.1% of the U.S. population, yet only 43.2% are receiving treatment. • For Millennials, wellness is a daily, active pursuit, and one they are willing to spend on. (Weinswig, 2017) .

• Few trends that will change the face of healthcare in 2018 are the rise of wearables, Internet of Things and Big Data. (Singh, 2018) •Customizable chatbots to help with customer relation management. (York, 2018)

Industry Analysis

• Companies will increasingly look to wellness services to reduce healthcare costs. The efficacy of industry services is largely dependent on employee participation rates. Overall the wellness industry is slowly growing, which can be attributed to many businesses adopting wellness programs to help lower healthcare costs (‘Corporate Wellness Services in the US: Market Research Report’ 2017). • Companies are incorporating clinics into their offices with a Holistic approach (Lagnado, 2018) . •Augmented Reality for healthcare solution (Govette, 2017) Anhedonia, or loss of interest or pleasure in usual activities, is characteristic of depression, some types of anxiety, as well as substance abuse and schizophrenia.

• Among OECD and BRIC nations spending on healthcare will grow 51% between 2010 - 2020 or more than $71 trillion (PwC’s Health Research Institute, 2010). • All informed providers (of healthcare) now agree that lifestyle, stress-reduction and attitude changes have an enormous impact on health (Wellness, n.d.). • 86% of Millennials would rather be healthy than wealthy (Weinswig, 2017) • 52% of Millennials are “health activators” for their families making them an important member of other’s care. • 30,000 communities with 2.3 billion people within Health & Wellness consumers. (Deloitte, 2017)

According to our analysis we know that our market, for both Wellness and Social Network industries is very competitive and its prone to change rapidly due to constant innovation, either incremental or radical. It is clear for us that in order to remain competitive we need to adapt to our user’s expectations in terms of offerings, engagement tools, fun factors, etcetera. We need to constantly monitor trends and stay ahead of the game. At the same time, our threat of substitutes will remain constant so we need to create loyalty with our users. Create strong, meaningful relationships through our platform seems vital to our survival. The combination of a digital website and an app seems obvious for our users expectations, hence developing an app and meet mobile trends is a must. We will diminish the threat of new entrants by always providing trustworthy information that can assure our users of the authenticity of the site while also being engaging, easy and fun to use.

Prerequisites for success What do customers want?

How does the firm survive competition? Drivers:


Millennial, Gen X and Baby Boomers Economic status: Middle class United States

What: To use social media to achieve wellness goals

Boost of technology for health Trustworthy site that will create a network Variety among users in terms of age and interests

Interconnectivity Cohesion of wellness Platforms Expert/coach Resources

Constant Innovation

Intensity: High, in social network and wellness industries

Trust & Transparency

Dimensions: Technology Information Design Reliability Financial Sociological

Community Building

Who: Millenials

What do they want?

Country: The U.S. marketplace – Only 2.7% of Americans meet the four-key metrics of a healthy lifestyle (smoking cessation, eating well, exercising, maintaining healthy BMI). Trend towards proactive approaches, preventing health problems rather than treating them. Large opportunity to excite Americans toward more active lifestyle via social media. What do they want? A way to use social media to be healthy (Kesiraju, 2017). Interconnectivity, a sense of belonging to a community (Niven, 2011) Expert/coach access and the options of wellness modalities bridging the gym to the reiki therapist to the acupuncture clinic. (Lagnado, 2018) (BD+C STAFF 2016)

User Control:

How do we survive?

The consumers within the wellness industry, specifically the millennial generation, wish to be the main decision-makers behind the drivers. A more empowered digital consumer who is more informed and focused on prevention via digital tools. Considering they want as much control as possible and feel that they have the tools to be their own doctor. (Ordonez, 2017).This also includes an insiders’ look at a company, for example posting a “Meet Our Team” section with actual images and bios so users are able to relate and know they are talking to real human beings. (Nickels, 2015) Platform for Cataloging lives:

Access of Information instantly: Users are now more than ever connected to a vast amount of information and able to access it nearly instantaneously. In an interview with Forbes, Keith Knopf states millennials research information more often than any generation, this includes social networks (Fromm, 2017). The interview continues to suggest going above and beyond via the information they are seeking is the ultimate way to build loyalty within the wellness industry. Lauren Welshans, Digital Director at Stratus Interactive, outlines key tips for reaching a millennial audience including to “give them what they want and give it to them quickly (Millennials) want to learn and absorb new knowledge, so be sure to have plenty of how-to posts, forums, learning from others’ experiences, etc.” (Nickels, 2015).An effective strategy for technology-based approaches in creating engaging experiences for millennials is the marriage of a frictionless experience and continuous fresh, engaging content. (Patel, 2017) Mobile Social Platform: Consumer app usage within health and wellness has skyrocketed. Studios and fitness content apps grew 49% from 2017. Wearable fitness devices including fitness bands and smartwatches are recent examples of technology growth drivers. These elevated the market to focus development on a digital level. (Kesiraju, Vogels and Analytics Manager, 2017). The convenience of the mobile device is paramount to (millennials) which has set a new standard with “relentless focus on perfecting technology.” (McGee, 2017).

People catalog their lives in social media, looking great, feeling good and sleeping well are the new luxuries that consumers want. (Weinswig, 2017) The digital health and wellness space requires opportunities for consumers to present their wellbeing to others in story telling or photo/video sharing. Flexibility to market changes: In a US Market Research Report by Corporate Wellness Services in 2017, one of the suggested key success factors within the industry is the ability to alter goods and services within a company to favor the market condition. Currently the millennial generation is looking for authenticity and sustainability, thus products and services in order to be attractive within the market are changing to satisfy ‘greener’ lifestyles. Retailers in the Health & Fitness Industry are beginning to adjust their strategies to target millennials and their desire to not only share experiences via social media, but be engaged with it as well. For example, a popular athleisure brand Lululemon offers complimentary in-store fitness classes to capitalize on the importance of experience and offer an entertainment spot for millennials who share similar interests. (McGee, 2017)

How do we survive? Main Dimensions:

How intense?

How can we be superior?

Information Plethora of reputable sources and evidence-based practice, large social networks leading users to these sources

FIERCE – Here’s why: Sheer number of existing networks toward wellness initiatives. Over 30,000 communities with 2.3billion people participating (Deloitte, 2017)

Our platform accounts for the information and accessibility driver while also delivering wellness information to our users in creative ways.

Technology Many options and programs in existence within wellness and social network industries Design The delivery of information via technology must be designed efficiently easy, user-friendly interactions Sociological Driven cross-generational differences in how each define wellness, if/how they demonstrate to others.The market changes rapidly with new innovations and demands of consumers.

Intensity of social giants’ pull Facebook, Youtube and Instagram are top 3 social media platforms in main consumer health markets in 2016 (Ordonez, 2017) Users themselves are shifting how they look at health and wellness. Consumer is increasingly more informed about health (Ordonez, 2017) leading to DIY mentality.

Must easily adapt to changes as the wellness industry fluctuates, remain flexible yet focused in a changing market. Allow users to contribute to developments, have sense of control over how network is shaped in convenient, efficient manner. Promote way for user to catalog life in meaningful ways Create a cohesive network that has many microinteractions toward holistic, balanced lifestyle.

Key Success Factors Constant Innovation It’s neccessary to constantly develop new ideas and concepts by understanding the needs and change in thoughts of the users in order to become an efficient service or product. Transparency and Trust It’s mandate to build trust among your customers while it’s cardinal in the wellness industry as the service directly effects the customers physically or mentally. So in order to bring loyalty in the customers, it’s foremost to be conspicuous in what we are offering. Community Building In order to succeed, it’s very important to build the sense of belonging among it’s customers in such a way that allows you to be better as a part of that community than you would be without it. Technology is making some aspects of community building much easier, it's still no replacement for the bond that gets created face-to-face.

Resources and Capabilities Tangible Resources

Intangible Resources

Intangible Resources


Using the school facilities to work One year worth of investment for website and domain (15$/month) 5 personal computers 2 cars 1 bike

Existing templates to create first website e.g. Wix Excel sheet for financial planning Access to library, online journals, news Multicultural team Relationships with experts in different modalities Relationships with companies that could be interested in being part of our network. Relationship with social media influencers that can help promote the company

Know-how in the health industry Know-how in medical practices Know-how in business planning and management Know-how in design Know-how in Architecture Experience Brand identity Social network aficionados Access to social network users Research and development Digital marketing Start-up experience

Create a website using existing templates Create a Domain Attract family and friends as investors or collaborators for specific functions Use Excel sheet for financial planning. Attract experts and companies to be part of our network Use influencers for initial marketing plan Use of our experience for a cohesive brand language Create brand identity and a 3-year business plan Attract users and collaborators from different countries.

Competitive Advantage

“ba” will become the first Wellness Social Network that provides millennials an engaging, trusted, and holistic approach to wellness by offering activities in innovating ways and a sense of belonging. Unlike many of our competitors (see competitive analysis), “ba” will achieve what no other health site has done: engage users by changing the notion that ‘health is boring’ (Garrow, J. 2015); and what many popular social networks constantly try to achieve: to be perceived as trustworthy. (Goldsmith,B. 2017) “ba” will connect two of the world’s largest industries (Henry, 2017) in an all-inclusive social network, bridging mind body and soul. Through an attractive platform we will make our users reach their health goals, reduce stress and anxiety, and achieve a habit of well-being. We will accomplish this thanks to our research capabilities, our strong relations with experts, companies and influencers, our brand and business know-how; an in-house Health industry connoisseur and a multicultural team willing to build what no other health site or app has done: A fun, interactive and holistic social network that draws and maintain users in order to impact their lives and their communities in positive and meaningful ways. .

Developing our scenario Scenarios ‘are purposeful stories about how the contextual environment could unfold in time.’ (van der Heijden et al. 2002) We built them by using the 8 steps presented in George Burt’s et al. (2006) journal paper. The initial steps were approached through conversation and brainstorming of the four founders of “ba”. We shared our views about how external factors can impact or affect our organization by using our PESTEL and our overall industry analysis. Below you can find our scenario matrix, descriptions and our application system model to better understand the key variables in each scenario. They visually cover steps 5 to 8. As Gurt, B. et al (2006) stated, by carrying out the scenario methodology we were able to develop our thinking about the contextual environment and its possible evolution

areas 1 Identifying of concern

8 System behavior

for 2 Brainstorming key uncertainties

insights and 7 Identifying potential discontinuities

key 3 Clustering uncertainties

4 Prioritizing uncertainties

and 6 Articulating fleshing out scenarios

5 Developing scenarios Burt, G. et (2006)

0% Healthy lifestyle/mindset

Scenarios Scenario Planning

1. Global hack of social networks in combination with a mindset of cero interest in being healthy.

1. “We are all Rainbow”

2. “WALL-E”

2. A cero health lifestyle and mindset in combination with 100% connected life similar as life seen in movie Wall-E (Disney 2008)where people are not interested in their well-being and they`re constantly connected. More so that human interaction isn't promoted or happening. 0% Tech connection

3. Regulations in social network usage due to health and/or other related negative impacts, will leave the control of SN to the authorities hence causing a decrease in connection. At the same if a pill/food/ tech is created to “fix”diseases or prevent sickness. 4. A society where everybody is connected constantly through all devices (Internet of things) including wearable tech, biotech, etcetera with a combination of ‘miracle’ products that provide necessary vitamins, prevent negative levels of body chemicals, etcetera-.

100% Tech connection

3. “Like Cattle”

4. “Tech saved us all”

Health controlled 100% by miracle pill, food, tech



A zero health lifestyle and mindset in combination with 100% connected life similar as seen in movie Wall-E (Disney 2008), where people are not interested in their well-being and they`re constantly connected. More so, that human interaction isn`t promoted or happening.

A society where everybody is connected constantly through all devices (Internet of ALL things) including wearable tech, biotech, etcetera, with a combination of “miracle” products that provide necessary vitamin, prevent negative level of body chemicals, etcetera.

We created this scenario based on two main observations gained from our research:

This scenario also states that the world’s population is going to be 100% connected. In addition this scenario sums the Internet of ALL things providing health solutions, medical advances making humans live longer, avoid diseases or even reach a point of human/robot merge. This is based on the following statements extracted from our research: By 2030, medical nanorobots demonstrated in humans are going to be able to extend the immune system. (A360, 2013)

One is based on the world’s population consumption habits. The fact that almost one third of the world’s population is overweight or obese (Institute for Health Metrics and Evaluation, University of Washington, 2013). Or how people are neglecting the body from healthy foods, such as basic fruits and vegetables, and combining it with higher alcohol consumption, the body may have a difficult time processing energy efficiently, which slows the metabolism which might lead to greater obesity rate in future. (Samantha Olson, 2016) Second, the rise of online activities, VR games that promote a “second life”, sedentary lifestyles, and the change in mobility in the future e.g. driverless cars (Hannon, 2016) will reshape the human body into one that can barely move. On average, Americans sit 11 hours a day (LifeSpan, 2013) Sitting really is the new smoking.” (Walton, 2017) Office workers spend 65% to 75% of their working hours sitting (Siddique, 2015)

“Imagine a model of healthcare that’s always available and driven by data so you’re continuously collecting data off your body, about your environment, your nutrition, and activity,” Saxon said. “Then it delivers back to you personalized health care throughout your whole life. You don’t have to be in a brick-and-mortar building to get it, and you have access to the world’s best experts.” (Berman, 2018) Digifit has a suite of fitness trackers (Lauby, 2013) People will begin to collaborate with their doctors and take an active part in their own healthcare. (BC+D, 2016)

The VR market is set to grow at an extraordinary rate in the coming years, with revenues from virtual reality software alone forecast to increase by over three thousand percent in four years. (Statista, 2018)

New technologies like augmented reality, virtual medicine advances, biotech, and wearables will be integrated into the healthcare landscape to provide additional methods for the provision of care, patient monitoring, diagnosis,and treatment. (Singh, 2018)

An underground transportation system connecting New York City to Philadelphia to Baltimore and on to the nation’s capital — enabling people to make the trip in the unheard-of time of 29 minutes. (Hauser, 2017)

Genome editing (also called gene editing) is a group of technologies that give scientists the ability to change an organism's DNA. These technologies allow genetic material to be added, removed, or altered at particular locations in the genome (GHR, n.d.)

Scenario Options 2


VR and AR reaches the majority of the world population making life more entertaining and meaningful by being connected. Self-driving cars, hyperloops, and other mobility creations trigger a costant non-walking way of transportation.

Boom in smart devices, advance in wearable and bio tech. Apps that tell you how you body level are and what activities should you do.

The convenience of smart devices at home and work, the invention of robots and a boom in automation decrease human`s need to move.

Development of one nutrition pill, wearable tech advances into targeting speciďŹ c muscles, biochips to provide necessary vitamins. Constant connection without the need of going online. Biochips and lenses tech makes us always connected, always sharing, recording and thinking for us.

A sedentary life fueled by constant connection, TV, work, etc. triggers a global overweight situation where people do not longer want or can move.

Nanorobots constantly curing sickness, & muscle weakness. Human clonation possible. 3D printed organs and gene editing avoids aging and prolong live.

Flying and hyperloop transportation, life lived through VR, majority of obese population, human interaction made solely through screens and virtual lives.

No need for health related activities Human brain transplants are possible to function with machines. A human body is no longer necessary.

Differentiation Strategies “ba” Strategy 1 Create and sustain relationships and partnerships with institutions, centers, and people within the field of wellness in order to achieve a constant flow of information and users for the platform, a marketing promotion tool for users to know “ba”, and possible investment partners. This will target one of our KSF to have constant and trustworthy information that will make our users comfortable with the platform and how the information and connection is perceived. (Vos, 2016). In relation to our target market, we will achieve this by focusing on their top interests or biggest worries trying to constantly add =images&cd=&cad=rja&uact=8&ved=0ahUKEwjroJjaqt_ZAhVK

“ba” Strategy 2 Create alliances and/merge with start-ups, programmers and/or other social networks to guarantee certain amount of innovation within the platform. This will mean a constant engaging with user in terms of technology, platform features and networking tools. This will ensure that our KSF of constant innovation and use of technology is always addressed and more so because of our market is addressing health and wellness through technology and digital platforms. (Ordonez, 2018)

Short-term Create partnerships with experts so they would want to invest time & money into the business. By doing this we are ensuring constant participation and up-to-date information. This will also serve as an advertising platform for them that could lead them to more exposure and future on-site clients. Use our relationships with influencers to engage users, generate awareness and promote the network. Partner with global wellness counsellors, health departments in universities, and overall health centers to promote Hauora website and app with their clients. Keep looking into our data generated by tools such as google analytics to know what and how our user want the information and the connections.

“ba” Strategy 3 - Long term Develop a long-term plan to create physical places for our network users to meet, participate, help each other, etcetera. This will sustain our ideal to help our users deal with social media in healthier ways, engage more in physical environments, intrapersonal activities to have a healthy, balanced life (Weinswig, 2017).


1 2

Partnerships with health institutions, centers, and experts.

Alliances with start-ups, programmers, and other social networks.

Look online for health information.



Want authentic information and sustainable products & services.

Use of technology for health goals.

Create connection.


Long term plan to create physical centers.


Key success factors

Use of technology to relieve stress.

Social driven MKT

Evaluating Business Strategies The following evaluation criteria proposed by Johnson, Scholes and Whittington (2006), helps us see the potential success that our strategies have. In order to handle these three criteria, we as managers, needed to analyze the external and internal environment of our company. This table provides a logical, comprehensive approach to see where and how optimal our strategies are.


Create and sustain relationships with health institutions, centers, and experts



Addresses industry KSFs Resolves strategic problem Makes use of resources and capabilities Fits with existing strategy

Do we have appropriate resources? Can we achieve the appropriate standard? What will be reaction of competition?

YES - It addresses our key success factor of trustoworthy information and transparency by warranting reliable information. It uses our resources and capabilities in terms of the relationships we already have andthe ones we can accomplish.

YES - We have the resources and capabilities to start the foundation for lon lasting relationships with them. Our focus should be in creating the attractiveness of our business so they would want to join us and in making a believable story of how our service is innovative, benefitial and that it creates a healthy community.

Acceptable How will stakeholders react?

YES - They will perceive the value of this strategy and demand it in all of our services. At the same time this can create and increase fundings from strategic partners while creating bigger and better engagemnet with skh.

Alliances and mergers with programmers, start-ups and other social network.

YES - It addresses both key success factors: mantaining constant innovation within our platform and the services we provide and creating a sense of belonning by linking it with existing social networks. It uses our resources and capabilities in terms of the relationships we already have and the ones we can accomplish.

YES IN MEDIUM TERM - We have the resources to launch the service, yet to maintain industry standards (see industry analysis), we will need more financial and human resources.

MOSTLY YES - By accomplishing this we will sustain innovation that will help with customer loyalty and create growth. We will also engage more stakeholders and community collaboration.

Long term plan to create physical centers.

YES - it addresses our key success factor of community building and trust. We will make use of our resources and capabilities to implement this in the future.

YES IN LONG TERM - We have the resources and capabilities in terms of the research and strategy skills we have and how these can play an important role on determing where and how to start implementing physical spaces.

YES IN LONG TERM - They will see the value this will bring to our customers as weel as our stakeholders. We will crete growth and aligns with our blue ocean strategy.

Johnson et al Evaluation criteria (2006)

Stakeholder Map


Government Sleep industry

Universities Health Influencers Partners practitioners Programmers

Food producers


Sports brands


Digital Marketing


Investors Spotify and similars


Gyms Fitness gurus





Counselors Clinics



Therapist Therapists

Personal Trainer

Musicians Social Media Users

Psychologists Yoga Instructor Local communities Internet Users


Spiritual Centers

Prioritize our Stakeholders HIGH Investors Programmers Developers

Keep SatisďŹ ed

Monitor Closely Experts


GenZ Users Inuencers


Government Social Networks


Millennial Users Companies that want our service


Industry players

Universities Health Centers



Brands that sell to our users

Keep Informed BabyBoomers Users

Local Communities



Stakeholder’s relationships with “ba” Experts Start-up partners


Health Org. Brands Universities



Millennials Users



Advertisers Financial Promotion

Understanding our Market A clear, strong understanding of our market helps us define our target market, the direction, the requirements, and the correct marketing strategies we need to have in order to have a competitive position and a congruent organizational strategy. In the following pages we will take a closer look to certain tools that will help us understand where we stand in the market, how can we grow it, and how we can maintain it. Subsequently we will define our target market by understanding their behavior.

Positioning by Differentiation

Informative Mayo Clinic

Remente Well+Good

Cost Leadership

Broad differentiation

Cost focus

Costs differentiation

MindBodyGreen DaoCloud

Health, Wealth & Happiness




Fun TheChalkboard Magazine


Broad Target


Narrow Target

Pinterest YouTube

We defined the “x” axis in terms of fun vs. boring and the “y” in terms of how the majority of the information displayed in a online social network is perceived by our users. We can see that there is a great space currently unoccupied by competitors that we can seize and that would target our consumer’s ideal points. At the same time, it touches our key success factors and confirms that we are on a right path.




After understanding our key competitors and taking into account our competitive advantage, we decided to position our company using a conceptual map to better illustrate how we want our customers to perceive “ba”.


Tumblr Instagram

Perceptual map Useless

Wellness Social Network Social Network

Lower Cost


Competitive Advantage

Michale Porter’s Generic Strategy Matrix, 1985

Blue Ocean Strategy As we saw in our industry analysis, “ba” lies within two of the largest industries (Henry, 2017) hence the competition is fierce. In order to sustain high performance, we need to create bigger opportunities. The Blue Ocean Strategy presents an ideal framework for us to look our industries through a different lens, reaching beyond what we believe is the existing demand, breaking the current market boundaries and focusing on the big picture. The Blue Ocean Strategy was developed in 2005 by W. Chan Kim and Renee Mayborgne, to help companies create new market space or a “blue ocean”, so they could make the competition irrelevant. It will help us find markets where there is less competition so we can reach and protect more consumers. We used The Strategy Canvas tool in order to see the factors where our industries compete and invest. This confirmed the intense competition that exists, but at the same time showed us where value could be added. (see next page). This tool helped us notice which factors can be utilized to help us reconstruct the market boundaries in mainly to pathways: Across Buyer Groups and Across Complementary Scope of Products & Services. (Khai Biau, Y. and Yoke Sun L. n.d.)

Online & Offline Health & Fitness

Social Network Users

Social Network Users

Wellness Seeking Millenials Social Network Users Internet users

Offline Networks People

Groups eg:Family


Strategy Canvas Based on our research, the rivalry among existing competitors of the five forces analysis (Ordonez, 2017) is one of the most important challenges that “ba” faces throughout the early phase to the launch. 16% of Facebook users post reviews of medication, treatments, doctors or insurers. There are 191.3 million Facebook users in the US posting invaluable content necessary to our brand and 53% of physician practices in the United States have a Facebook page (referral MD,n.d), so we must add Facebook into the canvas as a competitor. Meanwhile, with 244 million monthly active users, YouTube is a main social media that has made consumer health firms go beyond ads and toward stories to engage with the digital consumer (Ordonez, 2017). We also placed YouTube as a second major competitor. Instagram has over 180 million uses of #fitness and it is the “happy place” for fitness professionals because it allows users to leverage influencers (i.e. athletes, trainers) to grow audience (Simple strat, 2017), so we also included Instagram into our canvas. Based on our competitive analysis, WebMD is the most popular source of health information in the US, and is likely to dominate Google search results for almost any medical questions. (Vox,2016) Therefore we also added WebMD into our strategy canvas. Mayo Clinic is another platform heading directly to health websites based on our research, (Ordonez, 2017) so it is also included in this canvas. Besides these, we also chose current social networks that represent the threat and high rivalry in the industry, including Snapchat and Pinterest, and popular wellness applications including Headspace and Remente into our strategy canvas to compare with “ba” (page 20).Based on our key success factors, which are innovativeness, community building online, and trust, we directly include these three into our competing factors since they are the most important features that “ba” embodies (Key Success Factors, page 34).

There are 30,000 communities and 2.3 billion people within Health & Wellness consumers (Deloitte, 2017), so the holistic well-being approach and information are two main competing factors in our canvas. Analysis demonstrates that Millennials want to build communities around healthy living (Weinswig, 2017), so one important factor we include is connection to users. Besides OECD and BRIC nations spending on healthcare will grow 51% between 2010 - 2020 or more than $71 trillion (PwC’s Health Research Institute, 2010), so we include the power of recommending as another factor due to the giant potential for an increasing market. For Millennials, wellness is also a daily, active pursuit, and one they are willing to spend on. (Weinswig, 2017) Therefore we include health offerings activity and rewards and loyalty as two factors. Customizable chatbots to help with customer relation management is important in current social network platform so we include the accessibility and attractiveness as another two competing factors (York, 2018). Our research also indicates that Millennials are increasingly skeptical of authority nowadays (Vos, 2016), so we put connection with experts as another competing factor into our canvas. At the same time, more and more investment of employee health programs suggested to promote employee productivity, morale and higher performance (Lauby, 2013). Many companies tend to build the office gym and create activities for employees to rest and have a balanced work life, therefore we put offline activities as one of the competing factors as well. These 13 competing factors are the most significant in how our users associate social networks and wellness based on our research.








m or nf




ss ce Ac


io ct ne rs n e Co us to

lth gs ea in H ffer ity o ctiv a

ity un m ng m i Co uild ne B nli o

Competing Factors








Mayo Clinic


Re & wa lo rd ya s lty



en tiv va o n

O ac fflin tiv e iti es

ss tic ng ne lis ei ive Ho ell-b ach t c w pro tra ap At



C w onn ith e ex ctio pe n rt s

Low P re ow -n co er di m of ng m e

Offering Level

Gaining new costumers of the future As we mentioned before, The Blue Ocean Strategy will help us create bigger market opportunities by breaking its boundaries. Another way to look at how we can create a future for our service is to think about it in terms of how we can create and sustain a market leadership. Hamel, S. and Prahalad, C.K. (1994) stated that markets change substantially so there’s no such thing as “sustaining” leadership; it must be regenerated again and again. They ask “future” questions that should be significantly different from the today answers. Which customer do we serve today? Which customer will you serve in the future? We at “ba” can see how by creating a Blue Ocean Strategy, and answering the “future” questions, we can generate a congruent growth strategy of how we are going to reach customers and more importantly, sustain that leadership.

Unarticulated Online & Offline

Unarticulated Online & Offline Health & Fitness

Social Network Users

Social Network Users


Social Network Users


Health & Fitness

Wellness Seeking Millenials

Wellness Seeking Millenials Social Network Users

Social Network Users Internet users


Internet users Offline Networks People


Offline Networks People


Groups eg:Family




Social Network Users






CUSTOMER TYPES Adapted from Hamel, S. and Prahalad, C.K. (1994) Competing for the future, Harvard Business Review, vol. 72, no. 4, 122–8.

Shell’s Matrix As a starting business with a service as main offering, it’s difficult to choose the right tools to see how our service will be positioned in the market. Yet, we thought the Shell’s Directional Policy Matrix would be a great tool to use, because it helped us see where our capabilities are at the moment while evaluating them for future strategies. As we can see, our capabilities are ranging from average to weak but in the average- strong profitable. The implication of this means that we are focusing in the correct capabilities for our business to be successful, but we need to “try harder”, “grow” and become “leaders”, something we already noticed in our KSF comparison with our resources and capabilities (see industry analysis). At the same time, we know where and how we want to be positioned in the market, so this tool is an ideal starting point to guide our resources in the correct path. After analyzing our industry we wanted to use the Shell’s Directional Policy Matrix to see where we stand in terms of our resources and capabilities and have a clearer picture on where and which tactics we needed to pursue, and where do we need to invest.

Capital Tech Skills


Relationship with companies

Brand Identity Advertising Skills

Relationship with Experts Know how in health industry

Physical Resources

Competitive Capabilities


Know how in business planning Work place R&D



Digital Marketing Graphic Relationship Design with Influencers

Community Good understanding Building of consumers



Prospects for sector profitability


Understanding our Consumer We began our research by compiling and analyzing secondary research then based on secondary research findings, developed a survey to better understand our target audience. We asked millennials regarding their lifestyle and wellness goals. The survey led us to conduct 8 in-depth interviews with millennials in regards to their decision-making process. We utilized the findings of the primary and secondary research to better understand personas of our potential target segment. We also conducted an empathy map to further explore one of our personas in-depth as well as an effective change model based on millennials decision-making processes.

Why are we conducting a Survey?

After gathering data from secondary research, it was important to take surveys as it can provide broad capability, which ensures a more accurate sample to gather targeted results in which to draw conclusions and make important decisions. A non-intimidating survey environment is one that best suits as respondents are more likely to provide open and honest feedback in online survey method unlike face-to-face survey interviews or telephone surveys which can be intimidating. It can help assess thoughts, opinions, and feelings on overall wellness. By analyzing results, we can immediately address topics of importance and can then compare research data from secondary research and survey results to understand accuracy of behaviour and activity patterns.

• 86% of millennials would rather be healthy than wealthy, What “health” means to this generation (Weinswig, 2017). Can we find out too?

• The most common answers where “physically fit” and happy” (Weinswig, 2017).

Why are we asking those questions?

Is it true? Let’s ask

• Jack Ma, Chairman and Founder of Alibaba stated: Today’s customers want to be healthy and happy, no matter who they are (Weinswig, 2017). Really? Can we ask?

• More than 4 in 5 people worldwide are “extremely” or “very interested” in improving their personal wellness (SRI International, 2010). • Stress managements methods used across genders like Exercise/ Walking, Going online, Watching TV (2 hrs or more/ day), Spending time with family, reading, praying and eating( APA, 2017). Do they use the same methods to manage stress?

• Perhaps the most prevalent contributor to anxiety in Millennials is poor sleep (Beaton, 2016). Can we ask if they know this or pay attention to it?

User Research Survey Data Response Summary

181 participants Male Female Non-Binary

103 78 0

We surveyed 181 people about how they manage their overall wellness. We categorised them by age for analysis and compared the results by age as our target customers are millenials. The results were interesting and it helped us develop patterns.

Age Group 13-15 16-20 21-25 26-30 31-35 36 & above

3 87 46 25 4 15

Rated themselves

Surveys conducted with Survey Monkey.

68 100

69 100

66 100

physically well

mentally well

spiritually well

What is most important to them?

Feeling mentally healthy

Feeling physically healthy Making a difference

Having meaningful relationships

Having financial security

Satisfied with career/school

Feeling spiritually healthy

How do they manage stress?


What do they to be healthy? Exercising

Listen to music


Sleeping well


Eating healthy

Surf the internet

Watch television

Having healthy relationships

Hang out with friends

Sleep/ Nap

Spend time with family




Having a balanced life

Nurturing soul

Having financial stability

Doing well in school/ career


Are they happy?

Yes 48%





Our consumer journey Outline: Decision-making, Persona, Empathy, Journey map, Change model. We consider our users at the core of our company. We closely examined our findings in primary and secondary research to develop a decision-making process model, four personas with one in-depth persona via empathy and journey maps, as well as a behavioral change model adapted from healthcare today. (The Open University, Session 9.2) The decision-making tool is “the method used by marketers to identify and track the decision making process of a customer journey from start to finish,” (Professional Academy). This model is helpful for consumers to make more deliberate, thoughtful decisions (UMass Dartmouth). In our purposes we utilized the model to help us build a platform upon how millennials make important life decisions and how they act within each phase. Our survey pointed to major themes amongst current millennials, including stress from school and work. We developed personas from the survey information gathered as well as in-depth interviews conducted by the company’s founders. One persona in particular which warranted further investigation surrounded the theme of stress, named Samantha Miller or “stressed sam” due to the prominence of stress in our primary research gathered. Many of the interviewees discussed limited time or imbalance from stress. “A persona can tell you where your demographic spends time online, what resources they trust and what pain points they’re facing. This makes the persona development process crucial to your marketing success” (Simpson, 2017).

We designed an empathy map to serve as background for the construction of Samantha Miller, including real quotes from interviews and survey findings. It outlined four major areas in which to focus our attention on, thus allowing us to embellish the overall consumer experience from our persona’s point of view, as suggested by the Interaction Design Foundation (2018). The user journey allowed us a template to find our consumers’ potential painpoints and opportunity areas. It highlights areas where technology can ease the burden and challenges faced (Salesforce 2016). We were then able to specifically identify where “ba” was most helpful to our target user personas. There is a pre-existing model of human behavior that we discovered useful to inform our interactive design termed the ‘stages of change model’ (The Open University). This model is often used in health professions to describe the process patients encounter when changing an aspect of their self-care. We studied multiple examples such as smoking cessation (The Open University) or dental hygiene (Freudenthal) to better understand the five stages of change: precontemplation, contemplation, preparation, action and maintenance.





Product choice

Post purchase evaluation

Problem Recognition

Evaluation of alternatives Information search

Millennials are products of the information age, forming their awareness of change by the influence of social media networks and evolving technologies.

They incorporate peer reviews, price comparisons, and rewards programs to filter available information in the consumer landscape.

They choose to follow brands backed by positive peer recommendations and that are conscientious of their need to save.

Millennials are likely to give feedback on their purchases via social media networks based on how a product or service facilitates an easier lifestyle.

Research shows that a whopping 81% of Millennials are on Facebook, with an average of 250 friends. They check their mobile devices 43 times a day on average. (Murdough, 2016). Having used these technologies since childhood, most of Millennials have become accustomed to depending on their laptops, cell phones, instant messaging, e-mail, the web, and interactive media in almost all aspects of their lives. (Simoes, 2008).Millennials are a generation engaged in consuming and influencing, one that embraces business and government and believes that such institutions can bring about global change, one that is generally optimistic, and on that has often unexpected attitudes and behaviors. (BCG, 2015)

Millennials are 50% more likely to make price comparison on products in store before purchasing. (Drucker, 2015). They spend an average of three minutes looking for coupons. (Kestenbau, 2015). A positive review from a friend or someone like me is a powerful thing. Relatability is huge for Millennials. (Murdough, 2016).Millennials weigh the integrity of a business model against their own set of values. As such, brands that align with a social cause are big attractors. (Murdough, 2016).One thing that makes millennials like their parents is that almost 80% are influenced by price. (Kestenbau, 2015). Over three-quarters (78%) of Millennials are more likely to choose a brand that offers a loyalty or rewards program over a brand that doesn’t offer one. (AIMIA, 2012). Millennials are much more prone to be influenced by peer-to-peer networks than by “push advertising”: this generation has grown immersed in advertisements and use their nearer social references as a guide on what products are really important to them. (Simoes, 2008)

The peer reviews as an important tool to making a purchasing decision. Twice as likely (than baby boomers) to reference a peer review on products before buying. (Drucker, 2015) A majority of millennials follow brands on at least one social media platform. But they are highly driven by price. A majority of millennials say they follow brands on social media in order to get discounts. Two-thirds of millennials say they will switch brands if they are offered a discount of 30% or more. Only slightly more than one-third say they follow brands to get the latest trends and products and only 7% follow brands to participate in an online community about the brand. (Kestenbau, 2015)

Millennials are 3 times more likely to talk about brands or products in social media, and 10 times more likely to blog about them. (Drucker, 2015) However, while Millennials may be more willing to try something new, they will not become loyal consumers unless the item provides incremental value. Companies that launch new products for the sake of innovation are missing the point; they need to make sure that the innovation actually makes Millennials’ lives easier or creates more customer delight. (Murdough, 2016) Millennials are more likely to use the Internet as a platform to broadcast their thoughts and experiences and to contribute user-generated content. (BCG, 2015)


Stressed Sam ABOUT Samantha is a 24-year-old accountant at Deloitte. She works from 9 to 7 every Monday to Friday and sometimes she needs to work on weekends too. Because of her busy schedule, she doesn’t have enough sleep and exercise and she’s not able to eat on time.





Accountant Single New York, NY



GOALS To live a less stressed life Try to exercise more To sleep more and to sleep on time


NEEDS To find a better way to balance work and life To have a break to adjust body and mental health


Not having enough sleep



Mood swings because of too much work



Having a hard time to eat on time

Busy Messy Independent

Time rich Organized Team player


Relaxed Rafael ABOUT Rafael is a 30-year-old freelance photographer living in Los Angeles. Because of his job, he only works when he’s booked with photoshoots. He has much free time. He cares about network but he has a love and hate feeling about social media. Social media affect him a lot and he care about people’ reviews.


30 Photographer Married Los Angeles, CA


GOALS To maintain his health To have a better social network To have a organic and green lifestyle



Having a love and hate feeling about social media Hates ads

NEEDS To extend his life circle and have more friends other than his clients To become less self-conscious and build up confidence





Busy Messy Independent

Time rich Organized Team player


Fitness Fatima ABOUT Fiona is an 16-year-old athlete in her high school and she does her trainings four times a week. She’s passionate about fitness and she loves exercise. Because of her religion, she has some food restrictions and her culture is very important to her.


16 High School Student Single


Syracuse, NY








To follow her current workout routine

To explore more during high school

To live a healthier mental life

To balance her religion and social life

To have better friendship relations



Having a very small friends’ circle



Her religion restricts some of her activities



Busy Messy Independent

Time rich Organized Team player


Lazy Lars ABOUT Lars is a 20-year-old undergraduate student studying at SCAD. He’s been overweight for many years but he has more intention to lose weight since college. At the same time, the class schedule keeps him busy and having a hard time to find a stable schedule to work out.





Student Single Savannah, GA




GOALS To make more friends To lose weight To have a healthier lifestyle


NEEDS To extend his life circle and have more friends other than his clients To become less self-conscious and build up confidence


Doesn’t have time to go to the gym



Putting on too much weight recently



Busy Messy Independent

Time rich Organized Team player

Samantha Miller’s

Empathy Map



• fast food • losing her job • disappointing her family

• she will be successful • that life slows down • she will keep her figure

“I feel so overwhelmed”

THINK + FEEL Influenced by

Using “ba” I feel more balanced I see the areas in my life where I need to improve I love the bright colors + Engaging and fun Its so easy to use



magazines media friends co workers family news

try this app do you want to be gym buddies?

Stressed Sam

SAY + DO “I am trying to work out more” I do (not) sleep enough I go to work everyday

My life is really busy I barely have time for a social life

are you okay?

Samantha Miller’s

Journey Map


Having a hard time getting up because of lack of sleep

Notice that next month is tax season and will be busier

Problem Having a negative attitude while going to work





Go back home at 10 pm and doesn’t have her own time

Action Had to cancel the planned vacation

Go to the morning meeting to know her tasks today Use Headspace to do a quick meditation


Multitasking for the whole morning and gets tired

Action Action

Only have one hour for eating and there’s a long line waiting





Buy a big cup of coffee as she always does


Talk with co-workers and plan for a vacation


Action Engage in a fun activity with other co-workers


Action Take a bath to relax herself and go to bed after that


A-HA! MOMENTS A quick meditation or small activities can help the user have a better start of the day

A coffee seems like a habit when starting a new day but similar and healthier habit can be built at the same time

Working is the longest part of her life now and she spends almost the whole daytime at the office where being with managers and co-workers

Eating was originally a relaxed thing. However in this case, because of the short time and long waiting, eating becomes a burden instead of a relaxed activity

After the whole day of working, she doesn’t have time for herself nor contribute time to the things other than work

Help to develop a healthier eating habits for our users

Design related activities or services to serve the office people with better mood and motivation

Create a service to let ba’s users to develop a better eating habit and positive attitude towards food

Assist ba’s users to have better time management skills and improve productivity so that they can have more time for doing something they enjoy

OPPORTUNITIES Create fun and quick activities with easy access to help ba’s users to get their wellness needs anytime during the day

Think about a way to better serve our users with busy schedule and stressed out most of the time




Change Model



Adapted from Freudenthal, J. “How to encourage change” The Journal of Professional Excellence: Dimensions of Dental Hygiene

We discovered through this model a spectrum in which our target users lie in their decision to lead a healthier, holistic lifestyle. Some users of “ba” may be attracted to our platform to make a plan of action (preparation) or alternatively continue the balanced lifestyle they already lead (maintenance). Our strategy initiatives are unique to capture the entire millennial audience across this spectrum. We also believed this model in our business development may translate easily to our potential stakeholders in the health and wellness industries. Precontemplation – individual lacks information about consequences regarding lifestyle choices or unaware of healthy alternatives, not thinking about change or believe incapable of it Contemplation – individual is aware of benefits of holistic lifestyle, thinking about making a change in the next 6 months Preparation – individual considers the necessary steps to change, plans on changing within the next 30 days Action – individual becomes user, user has made a change in behavior or lifestyle within past 6 months that promotes mind, body and soul; “Ba” bolsters self-efficacy and reinforces long-term effects Maintenance – user takes steps to prevent relapse and are confident will use “Ba” to continue healthy lifestyle

The Service-quality map model In order to have well though marketing strategies, we wanted to apply The service - quality map model (Parasuraman et al. 1985) to assure that our company is perceived as high quality. Because our offering is a service, it seemed natural that this model would, A, help us pay attention to the common gaps in service delivery, and B, to encourage positive behavior and positive word-of-mouth communication (The Open University, 2017)

Word of mouth communications

Personal needs

Past experiences

Expected service


Perceived services


Service delivery

(including pre- and post-contacts)


External communications to consumers

GAP 3 Translation of perceptions into service quality specifications GAP 2 Management perceptions of consumer expectations

Adapted from Parasuraman et al., 1985







The consumer expectation management perception gap Taking into account how our key success factors relate to this , we are going to reduce this gap by engaging our users through activities based on trustworthy research and information. At the same time by assuring that our constant innovation aligns to our users’ expectations.

Management perception service - quality specification gap We know that because of our lack of IT resources, in the beginning we may not be able to deliver many high-quality designed experiences for our users. However, we will reduce this gap by delivering a few “best - quality” activities. This means quality over quantity.

Service - quality specifications service delivery gap We will reduce this gap while we are reducing gap number 2. In addition we will assure that our service is also met with a sense of belonging by giving our user an opportunity to comment, react, advice and share their experience. By doing this we can touch our KSF of community building and we will have a post delivery positive behavior.





Service delivery - external communications gap Based on some of our co-founders’ experience, we know the importance of the cohesiveness of the brand’s identity through all of its communication channels, internally and externally. We will reduce this gap by assuring that our brand communication aligns whit our company’s mission, vision and values.

Expected service - perceived service Thanks to the identification of our industry’s key success factors, we feel we will reduce or even eliminate this gap by first assuring that the ksf are always perceived by our users, and secondly by exceeding their expectations through the celiery of a unique social network that offers a holistic approach to wellness. This sums our ksf with our competitive advantage.

Marketing Strategies Short Term

Medium Term

Long Term

Develop physical and online advertisements to attract target market with interesting statements using language and graphics that will connect to millenials. These will be positioned in different sites where millennials hang out such as schools, coffee shops, parks, etcetera.

Use our current relationships with growing influencers to talk, blog, and show how are network works to create buzz and attract our target market.

Use of Viral Marketing via popular social networks to create brand awareness and initiate conversations to attract new users.

Create appointments with health centers and institutions to show our website and the benefits it has for their clients, colleagues, and employees. This strategy will go hand in hand with our corporate strategy no. 1.

Use stronger influencers and health & fitness companies to promote our company through advertising, sponsorship and events.

“ba” advertisment prototype

Feel good everyday with

Download the “ba” app to find out how wellness can do for you. Avalable on Apple Store.


Why “ba” Initially our start-up was named Hauora after the Maori philosophy of health unique to New Zealand. In an in-depth industry analysis, we discovered our target segment within the wellness industry as millennials. We decided to transition our name in order to better appeal to millennials as well as to match our service offerings. We sought a new name that better embodied the spirit of our target audience and the promotion of our company mission; to be more engaging, contextually appropriate and inspiring. “ba” is a shared context in motion (Rogo et. al, 2014). This context is not limited to physical space and in our case, it is on a virtual plane. “ba” was originally proposed by the Japanese philosopher Kitaro Nishida and was further developed by Shimizu. It is a shared space for emerging relationships and the differentiating factor from ordinary human interaction is the concept of knowledge creation (Nonaka & Konno). We propose wellness information in an engaging way on a community-based social media platform. “ba” is intangible, acquired through one’s own experience or reflection on the experiences of others (Nonaka & Konno). Our hope is to encourage our users to be informed and excited about being holistically well, capturing individual and shared experiences.


Determining our brand personality Brand Personality can be defined as a set of human characteristics that are attributed to a brand name. A brand personality is something to which the consumer can relate; an effective brand increases its brand equity by having a consistent set of traits that a specific consumer segment enjoys. Since we have determined our mission, vision, values, ethics, positioning in the market and our target customer segment it helped us scale our personality traits with the help of the following tool. The following tool is mentioned in Ellis, Matt. “Branding colors: everything you need to choose your brand's perfect pigments.�, 22 Jan. 2018, Fun


Spontaneity and lots of energy

Careful thinking and planning

Modern or high tech

Classic and traditional

Cutting edge


Personable and friendly

Corporate, Professional

Accessible to all

Upscale and exclusive




Font One reason for looking at number of possible typefaces is to satisfy one’s curiosity. Another meaningful insight is to study the relationship between different letters, colors and sizes, to look for visual analogies which might inspire you.There’s a correlation between how the font looks and what it transpires in our mind. In this context, logo font for a new age holistic wellness approach needs to be bold and interactive.



Proxima Nova

Proxima Nova (2005) bridges the gap between typefaces like Futura and Akzidenz Grotesk. The result is a hybrid that combines modern proportions with a geometric appearance. I originally released it in 1994 as Proxima Sans (now discontinued). It expanded into the original six fonts (three weights with italics) with a full-featured and versatile family of 48 fonts (eight weights in three widths with italics). In the last few years, Proxima Nova has become one of the most popular web fonts, in use on thousands of websites around the world. It’s designed by Mark Simonson.




ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghij klmnopqrstuvwxyz0123456789 ¿ ? ¡ ! & @ ‘ ’ “ ” « » % * ^ # $ £ € ¢ / ( ) [ ] { } . , ® ©+_=:;`~ĀǼµßàáâãäåæçèéêëìíîïðñòóôõöøùúûüýþÿ āăąćĉċčďđēĕėęěĝğġģĥħĩīĭįıijĵķĸĺļľŀłńņňʼnŋōŏő œŕŗřśŝşšţťŧũūŭůűųŵŷźżžſƒơưǻǽǿșțȳȷḃḋḟḣṗṡ ṫẁẃẅạảấầẩẫậắằẳẵặẹẻẽếềểễệỉịọỏốồổỗộớờởỡợ ụủứừửữựỳỵỷỹ


Light Regular

Semibold Bold





Regular Italic

Bold Italic




Building a brand color scheme When dealing with abstracts like brand identity, it’s difficult and unwise to ascribe hard and fast rules. In order to explain our process for building a color scheme, we used the following framework.The following tool is mentioned in Ellis, Matt. “Branding colors: everything you need to choose your brand's perfect pigments.”, 22 Jan. 2018,

Brand personality traits


Target customers

Emotional associations of each color Red — Orange — Yellow — Green — Light Blue — Dark Blue — Purple — Pink — Brown — White — Gray — Black —

passion, importance, attention playfulness, friendly, vitality happiness, optimism, warning nature, stability, prosperity (growth) tranquility, trust, openness professionalism, security, formality royalty, creativity, luxury femininity, youth, innocence rugged, earthy, old-fashioned clean, virtuous, healthy neutrality, gloom, subdued powerful, sophisticated, edgy

Brand Colors BRIGHT SUN

#FBDB48 H:48 S:70% B:98%

R:215 G:219 B:72

C:3% M:10% Y: 83% K: 0%














#F15F5A H:1 S:62% B:94%

R:241 G:95 B:90

C:0% M:78% Y: 61% K: 0%


#80CECC H:177 S:37% B:80%

R:128 G:206 B:204

C:48% M:0% Y: 23% K: 0%


#FFFFFF H:177 S:0% B:100%

R:255 G:255 B:255

C:0% M:0% Y:0% K:0%

Logo Type: Wordmark These are uniquely styles text logos that spell out the company or brand name. Many times, custom fonts are created specifically for brands to use across all their marketing and branding collateral.

Options and Styles

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Website & App Mockup COMMUNITY







Wellness in motion Reimagine yourself JOIN US

Join us on our path to happiness Lorem ipsum dolor sit amet, conLorem ipsum dolor sit amet, conLorem ipsum Lorem ipsum dolor sit amet, conLorem ipsum dolor sit amet,

Play your way to wellbeing “ba” will become the first Wellness Social Network that provides millennials an engaging, trusted, and holistic approach to wellness by offering activities in innovating ways and a sense of belonging. Unlike many of our competitors, “ba” will achieve what no other health site has done: engage users by changing the notion that ‘health is boring’ and what many popular social networks constantly try to achieve: to be perceived as trustworthy.




Understanding our Business Model

Business Model Attributes This model was taken from Tauscher, K., and Laudien, S. M., 2015 to use as a layout guide for our own company to have a better understanding of how marketplaces work and how a layout to offer such a business proposition would look like for us. It gives us an understanding of our attributes and theirs specifications within a specific context. (Tauscher K., and Laudien, S. 2015) At the moment, this tools worked for us in three ways, first, we can see how we create, deliver and capture value within our organization and for our customer; second, it helped to create our Business Model Canvas. Thirdly it gives us strength and focus to present to investors of how value is created within “ba� and why becoming a marketplace in the medium term is a good strategy for our business.

Value Creation Dimension

Value Delivery Dimension

Value Capture Dimension

Business Model Attributes


Platform type

Web-based platform with a mobile app

Key activity

Content creation - Wellness activities based on trustworthy research

Price discovery

Set by sellers

Review system

User reviews as well as marketplace

Key value proposition

Emotional (holistic approach to health) value and Social

Transaction content


Transaction type


Industry scope

Vertical in the beginning- reaching for horizontal

Marketplace participants

B2C - B2B

Geographic scope


Key revenue stream

Venture Capital / Advertising / Marketplace / App Stores / Subscription

Pricing mechanism

Fixed pricing

Price discrimination


Revenue source

Buyer / Third party

Emerging stage: focusing on B2C value proposition and securing a consumer audience





VALUE PROPOSITION B2C For volunteers: information on projects, NPOs and missions B2B For NPOs: Investigating the web for recruitment, fundraising, communication

B2C Blend the micro-blogging and social network experience into one travel oriented community website B2C For millennials who want to have a healthier more balanced life.





Homepage on No's Projects

Social networks communication 200 followers

Free for volunteers and Nos for 1 year then Freemium subscription for NPOs

None Even if prescribes, foundations and NPOs have been surveyed

Travelers can share with followers their travel experience instantaneously and on the move.

Users can, through different activities, improve their overall well-being; divided by three categories: mind, body, and soul.

Social Networks communication 800 contributors

Social Networks Millennials

No monetization Plans to have 3 types: 1. Advertising 2. Affiliations 3. “gamization” Free trial for the first 3 months. Monetizing by: 1. $1 USD subscription 2. Venture capital 3. Advertising & Marketplace 4. Revenue from app stores

None Based on internal developments

Maybe - Develop B2B with companies to spread the platform through their employees - Same could apply to schools

L. Muzellec et al. / Industrial Marketing Management 45 (2015) 139–150



Analyzing other Internet Start-ups In order to develop our business Model Canvas, we took Muzellec, et al. 2015 ‘Two-sided Internet platforms: A business model life cycle perspective, to help us understand how our marketing strategies could evolve by comparing them to other Internet companies. Based on this, we felt our business had similarities with Gullibear and Tiwago in terms of stage and revenue stream respectively, as its showed on the case and we wished to compare it. Embryonic Stage

Emergent Stage

Growing Stage



L. Muzellec et al. / Industrial Marketing Management 45 (2015) 139–150

In order to find the most strategic home site for “ba,� we explored the process of registering a company in each of our respective home countries: China, India, Mexico and the United States. We considered factors such as ease of doing business, available market space, and registration fees. We decided to start in the US and remain open to international expansion in our home countries.

Legal & Funding Our decision to place our home base for “ba” in the United States was made bearing in mind our eventual plan to expand internationally. The four founders are currently residing in the U.S. as well as one of our main resources Savannah College of Art and Design located in Savannah, GA. Doing Business Organization ranking of countries in terms of “ease of doing business” ranked our countries: United States no. 8, Mexico no. 47, China no. 78 and India no. 130. According to Doing Business Organization, reforms to Mexico, China, and India have made it easier to start a business. China made starting a business easier by introducing a single form to obtain a business license, organization code and tax registration. India made getting electricity faster and cheaper by streamlining the process of getting a new commercial electricity connection. There are several organizations and government institutions that help entrepreneurs establish and grow their business in Mexico. Yet, these are still slow and do not work as they are supposed to (Doing Business Org, 2017). According to SelectUSA, the US offers the largest consumer market on earth with a GDP of $18 trillion and 325 million people. According to Statista, 81 percent of the U.S. population had a social media profile in 2017. It is the third largest social network user base in the world following India and China. The annual registration fee in the state of Virginia for nonstock corporations is $75 USD (compared to $200 in Mexico). We plan to pursue trademark of our brand in the short-term which will require a $400 application fee. The U.S. offers a significant “safeguard by a robust intellectual property protection framework” (SelectUSA).














$ 40,000


App Cost Structure App Development: Estimated cost: 12 developers by Clutch, total cost $40,000 Some features "ba" will have and need front-end developers to work on: Email Login: Collect emails is useful for our marketing efforts. Social Login: Login with Facebook and Google. From the marketing point of view, social logins provide us with important user data. Social Integration: This is the feature that allows apps to post on a user’s social media. It can be leveraged to boost your app’s growth through “word-of-mouth” and “viral” marketing. User Profiles: "ba" will allow users to create their own user profiles. In-App Purchases: "ba" will charge users $1 after the first three months. Geo-Location: This feature will locate users or collect data about their geographic location, which will help us make users' experience more relevant to them and collect valuable data. Startup Costs Estimated cost: $2,400 Four of us will use all our resources to have some influencers and schools to promote "ba' at first, and we will negotiate with some brands to get the sponsorship of some advertisements on the App. The estimated number was based on and our result is as below:

Design: Estimated cost: $3,000 Visual design: Prasanna will work on visual design of both "ba" App and website. Zero cost. UX design: Beatrice will support Prasanna on visual design and at the same time work on UX design. She will focus on user behavior and uses data to design user experiences that deliver specific results. The result would start with a successful onboarding to making the product become an everyday part of a user’s life. Zero cost. Icon, logo and branding: The four co-founders will work on branding together. Prasanna and Beatrice will work on Icon specifically. Zero cost. Copywriting: The best user experiences have copy that excites and compels. Since it takes a lot of effort to identify the style of voice and tone that matches "ba", we will hire a persuasive copywriter that motivates users to explore the app. The copywritter will clearly state the benefits and help users understand the value of using the different features "ba" has $3,000.

Website Cost Structure Marketing Cost: Estemated cost $1,000 "ba" is a professional website and active in the community, blogging, attending "ba" related events, social networking, and generally being an information providing resource. So "ba" will spend a considerable amount of time and money on website. Planning Cost: Estimated cost: $400 As we design the website, we will meet with the professional team and talk about our goals and key activities that we would like to make our website for. We would spend a little more time figuring out what the final action of the website would be, and then work toward that final action in the overall architecture of the site. We would meet two professional website consultants with the billable rate two hundred dollors an hour, we meet with them for two hours, that equals $400. Design Costs Estimated cost: $0 Four of us will design together.

Management of Website Cost: EstImated cost $0 "ba" will have a project management system and Lorenza will work as project manager dedicated to be the lead in the project. All number based on “how much does a professional website cost�

Website Testing and Launch Cost Estimated cost: $500 "ba" will have IT support people to help with the website test and launch, domain name and email, which is an important part for the business.

Website Maintenance & Support Cost: Estemated cost $500 After launching, "ba" will have IT team have specific number of hours for a set number of months for any bugs, improvements, training or consultation. This way we make sure our website run well.

Development Cost: Estimated cost: $4,000 "ba" will hire a team of developers and challenging them to push the limits of what websites can do. Developers try and optimize the code to load faster and write it clean so there are no errors in the code. They usually write code in an advanced language like PHP or ColdFusion, which makes updates easier and more cost effective in the future or even run a content management system.









Expected Expenses

First Year

Second year

Third Year SW development, maintenance and incremental features


Operational Costs Marketing and Promotion



HW Equipment Legal


2 1

Expected Income

First Year

Second year





2 1

Personal Funds

Funding family and friends

Venture Capital

VC from a online funding e.g. Kickstarter




Revenue from app stores (iOs & Android)

Third Year

Here’s an overview of our expected income for our first three years. In the first year, we are expecting approximately $3,000 USD from personal and friends & family funds. This will go towards the setup of the website, some initial promotion and extra costs derived from the day-to-day work, e.g. transport, At the same time we are planning on launching a Kickstarter campaign to raise money for SW development and to attract more Venture Capital. By the end of the first year, we expect some income from brands wanting to advertise in our site, subscriptions that will start in month 3 of launching at $1 USD and finally, revenue given from app stores such as iOS & Android that pay around $1,000 to $5,000 USD per month for popular apps. (Charuza, P., 2017) The revenue stream from this last sources is expected to increase in the following 2 years as the chart shows. Based on the nature of our business, creating income from Marketplace seem natural. Curated advertising from companies within the wellness industry can work as a step to launch a marketplace to sell their product through our site. This set up will be done at the end of year one, seeing the first revenue in year two.

Business Model Canvas Key Partners

Key Activities

We identify 3 types:

- Platform design, development and operation - Implementation of marketing and promotion activities - Content generation based on truthful information - Creation of key partnerships

1. Strategic alliances e.g. health and fitness institutions, community centers, schools. 2. Joint Ventures e.g. programmers, other start-ups, experts in within the indsutry 4. Buyer-Supplier relations e.g. IT support, wellness companies, atheleisure, etcetera.

Value proposition For: millennial digital consumers Who: seek productivity, connectivity and healthy lifestyles

Customer Relationships - Self-service in terms of activity engagement - Community building for networking, reviews and recommendations.

Is a: social media platform online That provides: a holistic approach to wellness

Key Resources - SW development know-how - Business know-how - Design know-how - Design thinking and UX know-how - Access to libraries, data bases, work space - SCAD’s network and alumni - Computers

Cost Structure - SW development and implementation - Marketing activities - Business set-up

Our guidelines: help us deliver industry leading services centered on the complete user’s sense of wellbeing, mind body and soul.

MILLENNIALS Born : 1981 - 2003 Age : 13-36 yrs The Pew Research Center defines millennials as those born between 1981 and 1997 (Fry, 2016). But Rand Corporation may extend the age group ranging between 1980-2004(Weinbaum, et al, 2016).

The: company “ba”

Unlike: the many platforms and applications that only provide one topic of wellness or none at all

Customer Segments

Channels - Website - Mobile app - Health centers, institutions, schools

Revenue Streams - Initial personal funding - Initial funding from family and friends - VP from online site e.g. Kickstarter - Venture capital - Advertising - Develop of a Marketplace

ZAG In his book “Zag” (2006) Marty Neumeier identifies 17 checkpoints of the design process. We used this as a final analysis tool to wrap up, and identify our key components in our business. At the same time, it serves the founders and every stakeholder to have a quick yet complete understanding of what “ba” is all about. Who we are? What do we do? Who is our competition? How are we going to promote? etcetera, these and more questions are answered in a concrete and simple manner.

Our users learn tips and activity how-tos as well as share wellness success stories forming community groups.

Engaging tutorials, online chat spaces, personal cataloging of progress and maintenance.

14. What to they experience?

Marketing and promotion through digital platforms as well as physical spaces visited by Millennials and health institutions. Use of influencers .

13. How do people engage with you?

With enjoyable activities and see results and improvement in well-being.

Grow communities in network, look to international markets (China, India, Mexico), develop brick-and-mortar spaces Our company’s management philosophy 15. How do you is more concerned with earn their the long-term gains. We loyalty? tailor advertising and 16. How do you promoted content toward extend your our community of users. success?

17. How do you protect your portfolio?

12. How do you spread the word? We learn how to live better, together. 11. How do you explain yourself?


10- What do they call you?

“ba” a shared context in motion.

1. Who are you?

2. What do you do?

Wellness Social Network

4. What wave are you riding?

8. Who loves you? 5. Who shares the brandscape?

7. What should you add or subtract? 6. What makes you the “only”?

Millennial users who are living evidence of the information age (Evry).

Add financial backing, make complex wellness information seem user-friendly

Neumeier, M. (2006), ‘Zag: The Number One Strategy of High-Performance Brands’ California. New Riders.

“ba” provides a platform for natural communities to develop on the basis of shared knowledge and holistic wellness.

3. What’s your vision?

9. Who`s the enemy? Facebook, Instagram, the major social media giants who offer quantity not quality.

We are “ba,” an interactive social media site where our users can achieve mind, body, & soul.

We are the only social media site which solely focuses on wellness and holistic lifestyles.

“ba” will become the leading go-to social network connecting people that want to achieve a holistic wellness lifestyle.

Trend towards greener lifestyles amongst millennials. Despite concern for global climate change, a recent Nielsen global online study found that millennials are the most willing to pay for sustainable offerings Youtube, Instagram,

Snapchat, Pinterest, Headspace, Remente, Mayo Clinic, WebMD, Facebook

References:        

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"ba" Business Plan  

DMGT - 720 | SCAD

"ba" Business Plan  

DMGT - 720 | SCAD