Tag Archives: pitch

MirrorMirror: booth-based 3D scanner for online shopping

During the final year (2007-08) of my Physics degree at Imperial College, we studied a module called Research Interfaces (RI). This was a team-based module that focussed on transforming scientific research into commercial business propositions.

This was a highlight of the degree for me: I loved the collaborative nature of it and the entrepreneurial challenge was much more aligned with how I wanted to live my future life.

Our product design: MirrorMirror

Our team designed a product with the working name of MirrorMirror. It was a booth containing a network of cameras with a central computer that would stitch together the images to create a 3D scan model of the user’s body.

This would then be used to generate an avatar that would help them choose clothes that fit and suit them perfectly when shopping online.

Additionally, they could see their body on a screen in real time with different clothing options projected over the image as if they were wearing it (so-called “Augmented Reality”). This reminded us of the magic mirror from the Disney film, Snow White (hence the name MirrorMirror).

There could also be other uses like tracking weight loss for dieters and muscle gain for bodybuilders (if a new scan was made regularly to show the incremental changes) or the visualisation of the results of cosmetic surgery.

Technical Design

We produced several outputs for the class including this Technical Design Review.

In that document, we estimated the cost to build the prototype of £1.45m, a total future manufacturing cost per booth of £13,900, and a price point of £50,000.

This is exceptionally high and I believe it is a result of the fact that we were not actually required by the course to do any prototyping work. If we had, I think we would have focused on looking for a cheaper way to execute the plan.

Our original design required a screen behind a half-silvered mirror. I think in 2018 this would not be required as screens are not of incredible quality and image processing technology has come on exponentially in the last decade.

User experience

We believed that there are many high-end lucrative markets (such as wedding dresses, evening wear and saris) where a quicker and less stressful garment trial process would greatly add to the shopping experience.

Our team also saw the potential for future uses such as generating an accurate avatar of the person that can be used as a little virtual model for the clothes that are being selected. Imagine being email a picture of yourself wearing the latest items from your favourite designer and a link to buy exactly the right size for you?

We envisioned that booths could be installed in shopping centres, allowing customers to create a 3D image of themselves which they could then use to shop online. Additional lucrative applications could also include high-fashion hairdressing.

Our plan of the user journey is mapped in the image below:

User Journey for MirrorMirror

Business Case and Financial Model

You can see the basic financial model we generated here: MirrorMirror Costing.

When I say we, it was actually me that had the responsibility for putting it together and I could have circulated the draft to my team-mates before the deadline so we could have had more eyes on it before submission. We got our lowest grade by far for this part of the module, so I did feel a bit guilty! However, it was apparently the same for all the other teams, so my guilt was slightly assuaged.

After 10 years working in and around startups and scaleups, here are what I see as the big errors and omissions:

  • No time series for the values (everything is static)
  • Lag time between initial burn and revenue
    • A proper cash-flow model would have helped clarify this
  • Significant errors on the business model (i.e. how we could get paid)
    • For example, would we really want to make money on the hardware, or would we prefer to make money on the service provided by the software (i.e. charge money for every image processed – a digital version of the Nespresso model)
  • No R&D tax credits, Government grants, or other potential subsidies included
  • No marketing and sales budget included at all!

It is quite satisfying to look at old work such as this and compare it with what I have learned since then!

Final Pitch

At the end of the 3-month module, we had to deliver a pitch to a packed auditorium and a simulated panel of investors (made up by the professors from the Business and Physics department that ran the course).

You can see our final pitch document here.

This was a really enjoyable part of the course. I delivered it with 2 other teammates and we got everyone in the team up on stage for the Q&A at the end.

Outcome

We actually won the Elevator Pitch Prize at the end of the module which was a very personally satisfying way to end the project. We all received a good first for the course (>85%) which was very satisfying for all of us.

We entered into the wider university’s Business Challenge entrepreneurship competition, but we didn’t get past the initial screening phase. As a result, we all agreed to disband the project outside of the RI module and did not take it any further.

What didn’t we do?

It is quite telling that we didn’t build a prototype!!!

The reason that we didn’t build anything is that we didn’t have anyone that is super-focused on the tech side i.e. that could be a CTO. I also believe it is because we all saw this as a purely academic exercise and not as a true opportunity to start an entrepreneurial endeavour and make a return with it.

This tinkering on a prototype would have actually helped us see the true costs, challenges around manufacturing, and gaps in the business model. In fact, IDEO’s Design Thinking methodology (diagram below) expressly integrates prototyping as part of the design process. This project was perfect evidence of why that is the case.

I wonder if the Blackett lab requires the students on the RI course to build a prototype as part of the course nowadays?

Design Thinking Source: IDEO Mydhili Bayyapunedi @myd | @Young_Current

Design of the Perfect Trade Mission

In my role at Highview Power, an innovative cleantech company, I was part of British trade missions around the world: specifically to Poland, India, Brazil, and the USA. I also won a spot on a Singapore/Taiwan mission organised by the EU, but attending was later vetoed by management.

Trade missions, when done correctly, can be a valuable way to meet potential clients and partners in a totally new geography. The quality (and therefore usefulness) of these missions varied wildly.

Allow spare time in the schedule

The worst I remember was the trip to India. It was organised by a local partner entity that arranged for us to fly from London for a 4 night stop, speaking at panel events in Delhi, Hyderabad, and Bangalore.

This was far too much travelling as we were required to wake up, attend a conference, then immediately head to the airport to fly to the next city. After the final conference, we immediately headed to the airport to fly straight back to London.

As well as being exhausting, this was not a good idea because there always needs to be sufficient time allocated for side meetings and dinners between delegates. In order to build relationships to close future deals (or even to close a deal on the mission), these side events are essential.

Pre-introduce or screen high-quality delegates

This trade mission, and others I have been on, suffer from the scattergun delusion: the idea that if you get enough people from a certain industry or profession to attend, sooner or later one of them will be useful.

In an ideal world, delegates will be personally invited to attend the trade mission by the organisers based on a list of target prospects given by the trade mission attendees.

Even better, they could be pre-screened for interest/relevance based on a few criteria given to the organisers by the attendees, so that poor quality or low relevance delegates can be filtered out of the event.

The perfect scenario would be to actually introduce the relevant delegate to the attendee before the event so there could be the opportunity to engage in whatever initial due diligence discussions could make a meeting more valuable.

Essentially, anything the trade mission can do to get the prospect further down the Marketing Funnel, the better.

Invite high-ranking dignitaries relevant to the topic

The presence of high-ranking dignitaries, both local and visiting, can help to attract high-ranking members of potential customers and partners to the trade mission event.

They should be highly relevant to the field of the trade mission, for example the Minister of Energy that is responsible for a newly-launched policy on an Energy Mission.

This creates a great opportunity for public-private as well as international dialogue that senior attendees relish. The trade mission I attended in Poland was an excellent example of this.

Product Demonstrations and/or booths

As well as panel debates, allowing the trade mission visitors a short slot to demonstrate or present their offering to the whole event can be a phenomenally useful addition.

A good backup for this is allotting each company a small booth around the venue so they can present to delegates 1-on-1 during breakout sessions.

Tom Hulme’s Business Model Canvas

I’ve stumbled upon an intriguing version of the Business Model Canvas, courtesy of Tom Hulme (link here).

Below is a 15-minute video as he explains it visually:

HackFwd: Visualize Your Business Model in 15 Minutes Flat from IDEO on Vimeo.

You can download a clean version here:

Tom Hulme’s Business Model Framework (clean)

Nesta Inventor Prize

Nesta, a UK-based innovation foundation, has just launched the Inventor Prize.

It’s a new challenge prize aiming to support and inspire inventors to come up with physical and digital solutions to 4 major challenges in UK society:

  1. Financial Inclusion
  2. Mental Health
  3. Ageing
  4. Air Quality

The finalists get a £5,000 grant and mentoring support to help develop and test their invention. At the end of the competition, the top prize is £50,000.

The inventor must have a working model of their idea and it must have a clear market to improve lives in the UK. The final version will be developed through the prize with extensive user testing.

The deadline for submission of ideas is 11 pm on 22nd October 2017.

If their previous Dynamic Demand Challenge is anything to go by, this new Inventor’s Prize will be a great little initiative to support upcoming inventors.

PowerCube: a capacity tariff to fight UK fuel poverty

During last year’s Dynamic Demand Challenge Hackathon, the organisers asked me to form an impromptu team with another Roving Hacker. Together we designed a “capacity tariff” aimed at those living in fuel poverty (an estimated 3.5m UK households).

Our idea, PowerCube, is to limit the power that can be drawn by a household in exchange for a deep discount (50% or more) for the price per unit of electricity (kWh) paid by the consumer. This would be achieved by installing a device such as a relay switch on the main incoming power supply that is triggered by the smart meter when the power reaches a certain predefined level. Our pitch presentation at the end of the 36 hour Hackathon can be found here:

http://www.youtube.com/watch?v=uDWbYDWFLOQ

Benefits of the idea

The benefits of this tariff are many. Customers would benefit from reducing their outgoings on expensive energy, utilities would eliminate the need to buy electric at peak times when it is expensive by shifting large amounts of demand to off-peak times, and the environment would benefit as it would reduce the need for GHG-intensive peaking plants powered by fossil fuels like gas and oil.

Fuel poor customers often have poor credit history and therefore frequently receive their electricity via a pre-paid meter, notorious for their scandalously high prices. Because ‘Fuel poor’ householders are often in a situation where they are faced with the “heat or eat” scenario, our belief is that the 50% discount of the PowerCube tariff is something that would get real traction.

Weaknesses of the idea

Capacity tariffs are not a new concept and have been trialled on the continent before, to mixed levels of success. We believe that targeting them at the energy poor section of the market, for whom energy prices are a real and priority problem, will give the concept a new lease of life as this application will add real value to this particular market segment.

The PowerCube tariff idea relies on a physical device to give a visual/auditory signal to indicate when the household is close to its limit. Ensuring that this signal is simple to understand and able to inform action is vital.

It is also important to realise that the whole concept of a capacity tariff means that people will need to learn the relative power demands of their devices, which could prove difficult for consumers who are not very tech-savvy. However, a counter argument to this is the fact that non-commercial sailors intuitively learn how to ration their power use on a boat to stay within the fixed capacity limits of their vessel’s battery supply.

Finally, the level of the capacity ceiling will probably need to be fixed and chosen very carefully, as it will be too confusing/undesirable for customers to live in a situation where their allocated capacity ceiling is changing unpredictably. It also might need to be set on an individual basis, which could prove expensive if not an automated solution is not developed well.

Opportunities for the idea

The tariff would provide consumers with savings of around 50% from their electricity bills, which is a significant amount of money (around 5% of their annual income when using the old definition of fuel poverty).

It would also allow the UK to shave a significant amount of peak load if designed correctly. For example, if 5% of the UK’s energy poor households (3.5m*0.05=175,000) were to sign up and reduce their peak demand by 2kW it would be a 350MW saving, equivalent to an average UK natural gas power plant gas.

Threats to the idea

One big threat to this would be a change in the demand of a household, or a consumer switching tariffs after receiving the PowerCube device.

Another threat would be weaknesses in the UK smart meter roll-out, such as low up-take or hardware that is incompatible with the infrastructure of this tariff offering.