chrward

@leahbio Thanks for sharing. Amazon has a link you can click to request the book be published on kindle (cheaper to buy, easier to carry). Its to the right of the "Product Details" on the following page: http://www.amazon.com/Dragonsden-Guide-Assessing-Business-Concept/dp/1118298802/ref=sr_1_2?s=books&ie=UTF8&qid=1407476416&sr=1-2 -Chris

@nidalk, Thanks for your comment. If this was a real pitch I would definitely have consulted a financial analyst to do projections. And they would have been more complex as a result. It’s a fictional company so don’t worry too much about me. That said, I used the formula you describe. For the standard offering, the ROI = (1500*17*150 – 50000*17)/(50000*17) = 3.5 = 350% The same computation was used to compute the figures for KSeeker (used an electronic spreadsheet). I think the problem is that what I call “revenue” is actually your “Net profit”. Thanks for getting so involved in my pitch. You can check the actual numbers and let me know if I got the formula correct. It’s not supposed to be a first phase startup. This venture is supposed to be already generating revenue and looking to augment its course offerings by developing pre-requisite open course offerings that specifically lead into paid full courses. This was explicitly stated in an earlier version of the venture pitch, but got edited out. The table was supposed to be a financial summary rather than a financial projection. I actually have a problem with presenters who use the present tense when talking about future outcomes – but that seems to be the norm. This practice causes confusion, but makes the pitch more persuasive. -Chris

@peteo, Let me try to answer your questions: To my knowledge, KSeeker does not currently exist. My pitch is fictional, but based on a real world scenario. It is inspired by a recent move by udacity (read my submission to the Founder's Parade). Part of udacity's new business model is to partner with reputable content providers (usually universities) that offer certification. The purpose of KSeeker's (i.e. my) innovation is to provide for the knowledge seeking needs of those who do not qualify a priori for these new certified courses. We set out to have our cake and eat it as well by monetizing the knowledge seeking needs of those who do not qualify at the onset for courses leading to full mastery, even as we partner with reputable content providers to offer certified courses. By it's very nature, online courses leading to certification transcend the boundaries of "traditional university settings and institutional evironments". I believe that innovative universities who are going online with programme offerings realise that certification is only valuable if it serves to advance careers, and are making every effort to ensure that their certification does exactly that. -Chris

@aviola, Good point. Developing countries ARE a good market for MOOCS. But I believe that MOOCS have to change in the direction that I am advocating before they can serve this market effectively. The massive market out there is made up of people with a variety of educational backgrounds and needs. Even in developed countries, but more so in lesser developed ones. Thanks for the feedback on my voice. Much appreciated! -Chris

@sheljon Monique, My investors contribute content expertise and funding to the development of offerings. They develop a vested interest in these offerings and in the "pulling power" of the service as a whole. I am asking for a new kind of content specialist. -Chris

The short pitch works now. -Chris

Feedback: I like the idea of going mobile. Also, I like the ideaa of personalized learning. As an EVA I would need to get an idea of how the app works. In your venture pitch you could include an example of what someone experiences when using the app.

Feedback: How does PELR make money? If I invest in PELR, what will be the return on my investment?

Feedback: Your elevator pitch describes the pain point but the nature of the solution is not clear. From your reflection I gather that the product is a virtual reality game-based platform that provides an alternative to field trips as a learning opportunity. The key attraction is a virtual reality headset with an established inventory of educational games. And the competitive advantage is the inventory of educational games. So why do you develop your own headset?

Review: As an EVA, I would want to see a prototype. I would also be concerned about your powerful competitors and the possibility that they may beat you to the punch and offer a competing product. After all, you are claiming that the only thing giving you an advantage in this market are the inflated prices of your competitors. I would need to know that they cannot easily drop their prices.