We provide instant, affordable, professional-grade strategy, making it accessible to all. Incumbents cannot replicate this without cannibalizing their high-margin, human-powered consulting models, which are built on exclusivity and premium fees, destroying their core value proposition.
| Eliminate | Reduce | Raise | Create |
|---|---|---|---|
| High consulting fees | Reliance on consultants | Accessibility for startups | On-demand strategy gaming |
| Long project timelines | Human-led analysis | Speed of delivery | Digital strategy playbook |
| Information asymmetry | Complex manual frameworks | Personalization at scale | Affordable strategy tier |
Penetrate the South African startup and MBA ecosystem with a product-led growth model, leveraging partnerships with universities and incubators for low-cost acquisition. Convert users to a paid tier via high-value features, establishing a scalable, volume-driven revenue stream.
Capitalize on the tailwind of rising South African entrepreneurship and digital adoption. The future battleground is vertical-specific AI strategy modules, a niche incumbents are too slow to capture.
We unlock the competitive potential of underserved startups and SMEs, creating a new market for accessible strategy tools. This generates a valuable, proprietary dataset on emerging market business strategies.
| Moat Layer | Mechanism | Defense Logic |
|---|---|---|
| 1. Network Effects | User data improves AI model. | Better model attracts more users. |
| 2. Switching Costs | Embedded strategy playbook becomes operational memory. | High friction to migrate institutional knowledge. |
| 3. Proprietary Data | Aggregated, anonymized SME strategy data. | Unique insights unavailable to competitors. |
| 4. Brand | Become the default tool for startup strategy. | Top-of-mind recall creates trust barrier. |
Our primary strategy is to capture the underserved South African startup market with a low-cost, high-value AI strategy platform. Given our capital constraints (25%), we will use a capital-efficient, product-led growth model, leveraging strong technology (100%) and human resources (75%) through partnerships with universities and incubators for low-cost user acquisition. Execution is rapid, targeting user validation and initial revenue within 18 months, aligned with our constrained timeline. Financial targets are set at 50% of industry norms, reflecting our lean, high-volume approach.
Startups have accepted a trade-off: either no formal strategy or prohibitively expensive and slow consulting. Our AI platform eliminates this friction by delivering an instant, affordable, and personalized alternative, removing the barriers of cost, time, and access.
| Pain Point/ Assumption | Validation | Value Driver | How We Deliver |
|---|---|---|---|
| Startups cannot afford traditional consulting fees. | High demand for free business plan templates. | Affordability | Low-cost ZAR 700 AI platform. |
| Founders lack time for deep strategic planning. | Founder surveys consistently cite time scarcity. | Speed | Strategy generation in under 15 minutes. |
| Strategy is perceived as abstract and unactionable. | Low adoption of complex academic frameworks. | Actionability | Scenario gaming and a practical playbook. |
| Strategic knowledge is lost with team turnover. | High employee churn in early-stage ventures. | Institutional Memory | Digital playbook preserves strategic thinking. |
South Africa's startup ecosystem is in a growth stage, driven by digital adoption and a youthful demographic, yet constrained by economic headwinds. Significant white space exists for affordable B2B SaaS tools. The competitive landscape is empty of direct, low-cost AI-powered strategy providers. Customer white space is defined by a "hustle culture" that lacks formalized strategic execution. The market parallels early-stage SaaS adoption in other emerging economies like Brazil or India, suggesting a similar growth trajectory and adoption pattern.
| Cultural Dimension | Assessment | Business Implication |
|---|---|---|
| PDI/ Power Distance | 49 - Moderate | Marketing can leverage both authority figures and peer-to-peer recommendations. |
| IDV/ Individualism vs. Collectivism | 65 - High | Messaging should focus on individual founder success and competitive business advantage. |
| MAS/ Masculinity vs. Femininity | 63 - High | Emphasize achievement, winning, and data-driven success in all communications. |
| UAI/ Uncertainty Avoidance Index | 49 - Moderate | Provide case studies and testimonials to build trust for a novel product. |
| LTO/ Long-Term vs. Short-Term Orientation | 34 - Moderate | Product must show immediate value while enabling long-term strategic vision. |
| IVR/ Indulgence vs. Restraint | 63 - High | Brand voice can be optimistic, aspirational, and energetic to resonate locally. |
| Market | Size | Market Stage | Growth % | Transformation Velocity | Notes |
|---|---|---|---|---|---|
| TAM | ZAR 10B | Growth | 12% | 6 - Rapid: Quarterly reviews recommended | All SA SMEs & students needing strategy. |
| SAM | ZAR 1.5B | Early Growth | 20% | 8 - Rapid: Monthly reviews critical | Tech-enabled startups and MBA programs. |
| SOM | ZAR 75M | Introduction | greater than 100% | 9 - Extreme: Bi-weekly to weekly monitoring required | Initial 3-year target user base. |
| Segment | Key Players | Market Share |
|---|---|---|
| High-End Global Consulting | McKinsey, BCG, Bain | 40% |
| Boutique & Mid-Tier Consulting | Deloitte, EY, Local Firms | 30% |
| Freelance Consultants & Coaches | Independent Contractors | 25% |
| Low-Cost Digital Tools | Us (we are here), Template Sites | less than 5% |
Market leadership is concentrated at the top with a few dominant global players. The Fragmentation Index is Medium (estimated HHI 2500-3000), indicating an oligopoly in the high-value segment. The low-cost digital segment is nascent and highly fragmented. Traditional consulting providers hold approximately 95% of the total market value.
| Segment | % of Market | Profile | Primary Motivation | Adoption Barrier |
|---|---|---|---|---|
| Innovators | 2.5% | Tech-savvy startup founders and AI enthusiasts in top MBA programs who seek bleeding-edge tools. | First-mover competitive advantage. | Unproven concept. |
| Early Adopters | 13.5% | Influential incubator managers, venture capitalists, and forward-thinking university professors looking for scalable solutions. | Productivity gains and strategic clarity. | Lack of case studies. |
| Early Majority | 34% | Pragmatic small business owners and mainstream MBA students who need a proven, reliable, and affordable tool. | Peer-validated, low-risk solution. | Requires strong social proof. |
| Late Majority | 34% | Skeptical, traditional SME owners who are hesitant to adopt new technology without widespread market acceptance. | Fear of being left behind. | Resistance to new technology. |
| Laggards | 16% | Very small, non-tech-oriented businesses and individuals who are highly change-averse and value tradition. | Adopts only when mandatory. | Deep-seated aversion to change. |
| Metric Category | Our Target Unit Economics | Industry Benchmark | Strategic Rationale | Primary Risk Factor |
|---|---|---|---|---|
| LTV/CAC Ratio | 1.5:1 | 3:1+ | Prioritize market penetration over initial profitability. | Unsustainable economics if LTV fails to improve. |
| Annual Customer Retention | 35% | 70%+ | Low-cost, high-volume model anticipates higher churn. | High churn erodes user base and revenue. |
| Customer Acquisition Cost (CAC) | ZAR 350 | ZAR 1000+ | Capital constraints mandate hyper-efficient acquisition channels. | Inability to acquire customers at target cost. |
| Gross Margin | 80% | 80-90% (SaaS) | High-tech, low variable cost model is essential. | Unexpected infrastructure or AI compute costs. |
The market is dominated by high-cost, service-based global consulting firms (McKinsey, BCG) and large accounting firms (Deloitte, PwC). No direct, low-cost AI-powered product competitor exists in South Africa.
| Strengths | Weaknesses |
| Proprietary AI, speed, affordability, strong tech/human resources. | Insufficient capital, new brand, low intangible assets. |
| Opportunities | Threats |
| Large underserved SME market, growing digital adoption, first-mover advantage. | Economic instability, entry of large competitors, low initial conversion rates. |
Narrative: Launch a "freemium-for-life" core product to achieve mass adoption. Monetize via premium, high-margin data modules and advanced analytics, commoditizing basic strategy creation.
Key Differentiator: Focus on data monetization, not tool access.
Critical Success Factors: Achieving viral user growth, developing valuable proprietary data assets, and effectively upselling premium modules.
| Desirable, Practical, Economical | Assessment Level | Rationale |
|---|---|---|
| Desirable | High | Market demand for free tools is extremely high. |
| Practical | Medium | Data monetization and upsell models are complex to execute. |
| Economical | Low | Delayed revenue stream requires significant upfront capital. |
Positioning Map: We are positioned as High Accessibility / Low Price.
| Low Accessibility | High Accessibility | |
| High Price | Traditional Consultants | |
| Low Price | Freelancers | Us (we are here) |
Narrative: Target the non-profit and social enterprise sector with a "Strategy-for-Impact" offering. Build brand equity and tap into impact investment by serving a completely ignored niche.
Key Differentiator: First-mover in the non-profit strategy tech space.
Critical Success Factors: Building partnerships with NGOs, adapting the tool for social-metric goals, and securing grant-based funding.
| Desirable, Practical, Economical | Assessment Level | Rationale |
|---|---|---|
| Desirable | Medium | Smaller, but highly loyal and impactful market segment. |
| Practical | High | Leverages low-cost model and aligns with mission-driven talent. |
| Economical | Medium | Alternative funding (grants, impact investors) is viable. |
Positioning Map: We are positioned as High Social Impact / High Tech Automation.
| Low Tech | High Tech | |
| High Social Impact | Pro-Bono Consultants | Us (we are here) |
| Low Social Impact | Generic Business Plan Software |
Narrative: White-label the core AI engine to banks, universities, and incubators. Use their distribution channels to achieve market saturation, preempting all competition and becoming the underlying standard.
Key Differentiator: B2B2C channel strategy for exponential, low-cost growth.
Critical Success Factors: Securing key anchor partners, robust API capabilities, and a compelling revenue-share model.
Acquisition: Instant access to partners' large, existing user bases.
Defense: Exclusive channel partnerships create high barriers to entry.
| Desirable, Practical, Economical | Assessment Level | Rationale |
|---|---|---|
| Desirable | High | Solves the primary challenge of distribution and trust. |
| Practical | Medium | Requires strong B2B sales and technical integration skills. |
| Economical | High | Extremely capital-efficient path to massive scale. |
Positioning Map: We are an Embedded Solution with High Scalability.
| Low Scalability | High Scalability | |
| Standalone Product | Freelance Consultants | Potential Future Competitor |
| Embedded Solution | Us (we are here) |
| Operational Domain | Choke Point | Root Cause Analysis | Cascade Impact |
|---|---|---|---|
| Technology | AI model delivers generic or biased outputs. | Insufficient localized SA training data. | Erosion of user trust, high churn. |
| People | Failure to secure key distribution partnerships. | Lack of established brand and network. | High CAC, failure of go-to-market strategy. |
| Finance | Cash burn rate exceeds projections. | Lower-than-forecasted free-to-paid conversion rate. | Premature runway depletion and operational failure. |
| External Dependencies | Data privacy or cybersecurity breach. | Weak protocols due to resource constraints. | Reputational ruin, regulatory fines, customer exodus. |
| Paradox | Core Tension | How to Navigate |
|---|---|---|
| The Automation-Personalization Paradox | Users want automated speed but also bespoke, human-like insight. | Position the AI as a powerful 'co-pilot' for the user's own strategic thinking. Emphasize personalization through the interactive scenario-gaming feature to give users agency. |
| The Price-Value Paradox | The ZAR 700 price may be perceived as too low, signaling poor quality. | Anchor value high through premium branding, testimonials from credible sources (universities, VCs), and offer a money-back guarantee to de-risk the purchase and build confidence. |
| The Simplicity-Comprehensiveness Paradox | Users demand a simple interface but also a robust, comprehensive strategic output. | Deliver outputs in a layered, digestible format: a clear executive summary upfront, with intuitive options to drill down into detailed frameworks and data within the playbook. |
The Primary Strategy's success is critically dependent on two core assumptions. First, that a significant segment of the South African startup and student market is willing to pay ZAR 700 for an automated strategy tool. Second, that our partnership-led GTM strategy can acquire users at a CAC below ZAR 350.
The most sensitive variable is the conversion rate from trial to paid. A small negative deviation from projections will severely impact revenue and shorten our financial runway. This variable is interdependent with our acquisition strategy; high-volume partner channels may yield lower-intent users, depressing the conversion rate even as acquisition numbers rise.
We aim to become the Bloomberg Terminal of startup strategy.
Taglines: (1) Your Strategy, Instantly. (2) Big Four Insight. Startup Price. (3) From Idea to Action in 15 Minutes.
Internal Messaging: C-Suite: We are democratizing strategy to build a defensible data moat. Managers: We empower startups with tools to compete and win. Team: We build the fastest, most accessible strategy engine on the market.
Brand Philosophy: Keywords: #StrategyAI #StartupGrowth #FutureProof #ActionableInsights #DemocratizeStrategy. Colors: #0A2342 (Navy - Authority, Intelligence), #FFD700 (Gold - Value, Excellence), #FFFFFF (White - Simplicity, Clarity).
Brand Story: Founders struggle with strategy. It's slow and expensive. Our AI delivers professional, affordable strategy in minutes, leveling the playing field.
A capital-efficient, product-obsessed leader with a bias for speed. Must possess deep SA tech ecosystem credibility, B2B SaaS growth hacking expertise, and the ability to attract A-tier technical talent with a compelling vision despite resource constraints. Unwavering focus on user activation and data network effects.
| Timing (Month) | Role | Capabilities | Priority | Failure/Risk Mitigated | Strategic Justification |
|---|---|---|---|---|---|
| 1 | Lead AI/ML Engineer | NLP, predictive modeling, data architecture, LLM fine-tuning. | Must-Have | Product technical failure / Generic outputs. | Core product viability and defensibility depend entirely on AI quality. |
| 1 | Growth Lead | PLG, partnership marketing, SEO, funnel optimization. | Must-Have | Low user activation/retention. | Drives capital-efficient user acquisition required by our financial constraints. |
| 3 | Full-Stack Developer | UI/UX, database management, API integration, cybersecurity. | Must-Have | Poor user experience, scalability issues. | Ensures platform is stable, intuitive, and can support rapid user growth. |
| 6 | Partnership Manager | B2B sales, negotiation, relationship management with universities/incubators. | Must-Have | Failure of low-cost distribution channels. | Secures the B2B2C channels that are central to our GTM strategy. |
| 9 | Data Scientist | Behavioral analytics, A/B testing, data visualization. | Nice-to-Have | Inability to optimize product based on data. | Refines the product and conversion funnel using user data to improve LTV. |
| 12 | Customer Success Lead | Onboarding, support automation, community building. | Nice-to-Have | High churn and low LTV. | Improves retention and identifies upsell opportunities as user base scales. |
| Team/ Function | Core Responsibilities | Team Lead/ Owner | Reporting Structure | Escalation Path | Cross-Functional Relationships | Decision Rights & Autonomy | Operating Cadence | Strategic Mandate |
|---|---|---|---|---|---|---|---|---|
| Product & Engineering | Develop, scale, and maintain the AI platform. | Founder/CEO (Interim) | Reports to CEO | CEO | Depends on Growth, provides platform to all. | Strategic | Daily stand-ups, weekly sprints, monthly roadmap review. | Uptime greater than 99.9%, new feature velocity, low bug rate. |
| Growth & Marketing | Drive user acquisition, activation, and conversion. | Growth Lead | Reports to CEO | CEO | Collaborates with Product on UX, provides leads to Partnerships. | Tactical | Weekly performance review, monthly campaign planning. | Low CAC, high trial-to-paid conversion rate. |
| Partnerships | Secure and manage distribution partners (universities, incubators). | Partnership Manager | Reports to CEO | CEO | Depends on Product for integration support. | Tactical | Weekly pipeline review, quarterly partner syncs. | Number of active partners, users acquired via partners. |
| Strategy & Finance | Oversee strategy, finance, compliance, and investor relations. | Founder/CEO | N/A | Board | Provides budget and guidance to all teams. | Strategic | Monthly financial review, quarterly board meetings. | Cash runway, burn rate, gross margin. |
| Data Science | Analyze user data to inform product and growth. | Lead AI/ML Engineer (Interim) | Reports to CEO | CEO | Supports Product and Growth with insights. | Operational | Ad-hoc analysis, bi-weekly insight presentations. | Time-to-insight, model accuracy improvements. |
| Customer Success | Manage user support, onboarding, and feedback loops. | Growth Lead (Interim) | Reports to CEO | CEO | Provides user feedback to Product team. | Operational | Daily ticket review, weekly user feedback summary. | Low response time, high customer satisfaction score (CSAT). |
We compete on speed and price, not billable hours.
| Manual / Service-Based | Automated / Product-Based | |
| High Cost | McKinsey, BCG, Deloitte | |
| Low Cost | Freelance Consultants | Us (we are here) |
| Name of Competitor | Primary Competitor | Strengths | Weaknesses | Game Mindset | Current Hiring Focus | Notable Activity Last 12 months | Strategic Alliances | Technology & IP | Estimated Revenue (Annual) | Pricing Model |
|---|---|---|---|---|---|---|---|---|---|---|
| McKinsey & Company | N | Brand, C-suite access, premium talent, deep data. | High cost, slow, not scalable for SMEs. | Finite - Protects high-margin, exclusive model. Ignores low-end disruption. | Data scientists, partners. | Launched several vertical-specific analytics platforms. | Fortune 500, governments. | Proprietary frameworks, data analytics platforms. | greater than ZAR 150B | Project-based, ZAR 5M+ ACV. |
| Generic Template Sites (e.g., LawDepot) | Y | Low price, accessible. | Not dynamic, non-personalized, low value. | Finite - Volume-based, focused on document generation, not strategic insight. | SEO specialists, content writers. | Expanded template library. | None significant. | Basic web platforms. | ZAR 150M | Freemium/Subscription, ZAR 200/mo. |
| Google (Probable Future Competitor) | N | Massive data, AI/ML leadership, distribution. | Lacks strategic consulting credibility, potential user data privacy concerns. | Infinite - Could offer a free tool to expand Google Workspace value. Shift in North Star from search to productivity. | AI researchers, cloud architects. | Integrated generative AI across all Workspace products. | Android, Chrome ecosystem. | LaMDA, Vertex AI, massive data corpus. | greater than ZAR 4T | Freemium (Ad/Data-driven). |
| Local Boutique Consultancy | N | Local market knowledge, existing relationships. | Limited tech, not scalable, high variable cost. | Finite - Dependent on billable hours and personal networks. | Junior analysts, consultants. | None. | Local chambers of commerce. | None. | ZAR 5M-10M | Project/Retainer, ZAR 100k ACV. |
| OpenAI/ChatGPT | Y | Cutting-edge AI, strong brand recognition, API accessibility. | General-purpose (not specialized for strategy), lacks structured output/playbook. | Infinite - Aims to be the universal intelligence layer. North Star is AGI, not business consulting. | AI safety researchers, enterprise sales. | Launched GPT Store and Teams plan. | Microsoft. | GPT-4 and successor models. | greater than ZAR 20B | Usage-based API, Subscription. |
| A Major SA Bank (e.g., FNB) | N | Huge captive SME customer base, trust, distribution. | Slow to innovate, legacy tech, non-core business. | Mixed - Could acquire/white-label a tool to add value and reduce SME failure rates. | Digital transformation, cybersecurity. | Launched new features for their SME banking app. | Payment gateways, accounting software. | Core banking systems, mobile apps. | greater than ZAR 100B | Value-add to banking services. |
| Critical Resource | Who Controls It | Our Leverage (0-10) | Plan B (Contingency) |
|---|---|---|---|
| Cloud Compute (IaaS) | Amazon Web Services (AWS) | 2 | Multi-cloud architecture with Azure or GCP. Requires engineering effort. |
| Core LLM Technology | OpenAI / Anthropic | 1 | Develop fine-tuned models on open-source alternatives (e.g., Llama 3). |
| SA Startup & SME Data | CIPC, SARS, various databases | 0 | Generate proprietary data through our platform as a primary moat. |
| Distribution (Universities) | University Administration | 4 | Diversify partnerships across multiple institutions to reduce single-point failure. |
| Payment Gateway | PayFast / Yoco | 6 | Integrate a secondary payment provider like Stripe or Paystack. |
| Talent (AI/ML Engineers) | The open market / Competitors | 3 | Offer compelling equity and a strong mission to attract talent despite lower salaries. |
Our forecast model prioritizes shared interest in SME success and digital transformation. We assume rational actors will favor low-cost, high-leverage partnerships over direct conflict in this nascent market.
| Organization/ Entity | Stakeholder Type | Conflict % | Cooperation % | Coopetition % | Rationale | Primary Scenario | Timeline to Payoff |
|---|---|---|---|---|---|---|---|
| Top SA Universities | Channel Partner | 5 | 85 | 10 | We provide a valuable tool for their MBA students and entrepreneurs. | Cooperation: Integration into curriculum and entrepreneurship programs. | Immediate |
| Startup Incubators | Channel Partner | 10 | 60 | 30 | We offer a tool, they offer deal flow. May develop own tools later. | Coopetition: They use our tool while evaluating build vs. buy. | Immediate |
| McKinsey, BCG | Incumbent Competitor | 80 | 5 | 15 | We directly threaten their entry-level analysis and pricing model. | Conflict: They will dismiss, then attempt to discredit or replicate us. | 12-24 mo |
| South African Government (DTI) | Regulator | 20 | 70 | 10 | Potential interest in our tool to support national SME growth initiatives. | Cooperation: Potential for grants or official endorsement. | 3yr+ |
| Future Competitor | 60 | 10 | 30 | Could easily launch a competing free product, but may also partner. | Conflict: A free, 'good enough' tool from them is an existential threat. | 12-24 mo | |
| WITS Institute for AI (H3) | Research Partner | 0 | 95 | 5 | Shared interest in developing novel AI applications for African business challenges. | Cooperation: Joint research on localized AI strategy models. | 3yr+ |
Instead of just creating static strategy documents, we are building a dynamic strategic co-pilot. It continuously models scenarios, predicts outcomes, and transforms institutional knowledge into an interactive, machine-readable asset for real-time decision support.
| Name of Tool | Transformation Area | What it Does | Strategic Importance | Implementation Complexity | Key Metrics to Track | Integration Requirements |
|---|---|---|---|---|---|---|
| OpenAI API (GPT-4) | Strategic Innovation | Generates core strategic analysis and text. | High | Medium | Output quality score, cost per generation. | Direct API integration with our core application. |
| LangChain | Process Intelligence | Orchestrates LLM calls and chains them with other data sources. | High | Medium | Latency, workflow success rate. | Python library integration within our backend. |
| AWS SageMaker | Operational Excellence | Fine-tunes open-source models on our proprietary data. | High | High | Model drift, prediction accuracy. | Requires deep integration with our AWS data lake. |
| Gong.io | Experience Transformation | Analyzes sales and customer feedback calls for insights. | Medium | Low | Mention of competitor names, feature requests. | Connects to CRM and call software. |
| Vanta | Risk & Compliance | Automates compliance monitoring for standards like SOC 2 and POPIA. | Medium | Medium | Number of compliance gaps, time to resolution. | Integrates with cloud services and code repositories. |
| Category | Element at Risk | Timeline to Obsolescence | Level of Certainty | Nature of Impact | Drivers of Decline | Strategic Implication |
|---|---|---|---|---|---|---|
| Skillsets | Junior Consultant (Data gathering & slide making) | 18-24 months | Inevitable | Transformation | AI automates research, analysis, and presentation creation. | Big firms' leverage model breaks; we hire senior strategists. |
| Business Models | Time-and-materials consulting | 3-5 years | Inevitable | Irrelevance | AI-driven products provide faster, cheaper results. | Our value-based, fixed-price model becomes the standard. |
| Processes | Manual Market Research | 12-18 months | Already Happening | Transformation | AI agents continuously scrape and synthesize market data. | We must build a real-time intelligence engine. |
| Channels | Face-to-face consulting sales | 3-5 years | Likely | Transformation | Product-led growth becomes the norm for B2B strategy tools. | Our PLG focus is a durable competitive advantage. |
| Technologies | Static PDF/PowerPoint reports | 12-24 months | Inevitable | Irrelevance | Interactive, AI-driven dashboards become the expectation. | Our digital playbook is a core differentiator. |
| Customer Segments | Clients who value process over outcomes | 24-36 months | Likely | Irrelevance | Market shifts to demand measurable, rapid strategic results. | Our action-oriented focus aligns with the future market. |
| Compliance Area | Regulatory Body | Cost Estimates |
|---|---|---|
| Business Registration (South Africa) | Companies and Intellectual Property Commission (CIPC) | ZAR 500 (Initial) |
| Tax Registration (South Africa) | South African Revenue Service (SARS) | ZAR 0 |
| Data Protection (POPIA) | Information Regulator (South Africa) | ZAR 5,000-20,000 (Initial legal review) |
| Consumer Protection Act (CPA) | National Consumer Commission (NCC) | ZAR 0 (Internal process setup) |
| Electronic Communications and Transactions (ECT) Act | Department of Communications | ZAR 0 (Internal process setup) |
Core Principle: We are an Innovation Catalyst for the South African startup ecosystem. We provide the core strategic engine, and our partners provide the distribution and context. Our model balances open access for partners with tight control over the core AI and user experience to ensure quality. We own the AI, the platform, and the aggregated, anonymized data; partners own the direct relationship with their members/students and contribute to a richer, more diverse dataset.
| Governance Domain | Our Control Level | Partner Autonomy | Rationale & Rules |
|---|---|---|---|
| Core technology/IP | Absolute / Mandated 100% | None | Our core AI is the primary source of value and our key defensible asset. No direct access is permitted. |
| Brand & User Experience | Guardrailed 70-80% | 'Powered By' Attribution | A consistent, high-quality user experience is critical for brand trust. Partners must adhere to our UI/UX guidelines. |
| Go-to-Market (GTM) Alignment | Guardrailed 70-80% | Configurable Parameters | We must ensure consistent messaging, but allow partners to tailor promotions and communications to their specific audience. |
| User Data & Privacy | Absolute / Mandated 100% | Customer Ownership | We are the custodians of user data. We enforce strict POPIA compliance. Partners retain ownership of their user relationships. |
| Pricing & monetization | Veto-Right Only 50% | Bilateral Negotiation | We set a base price, but allow for revenue share negotiations and bundling by partners to fit their models. |
| API & integration standards | Guardrailed 70-80% | Extension/Add-on Rights | We provide stable, documented APIs to ensure system integrity, but allow partners to build upon them for their specific needs. |
Strategic Deep Dive:
Value Distribution Model: University/Incubator partners provide trusted, low-cost access to our target user segments. We provide them a cutting-edge tool to enhance their curriculum/program, plus a revenue share (e.g., 15-25%) on paid conversions. The non-financial exchange is our brand association with their credibility, and theirs with our innovation.
Governance Mechanisms: Onboarding is via a standardized certification process. A Partner Advisory Council will be formed (once we have greater than 10 major partners) to provide feedback, but decision rights remain with us. Conflict resolution is via a tiered escalation path, starting with account managers and ending with executive review. Performance is monitored via a shared dashboard of acquisition and conversion metrics.
Strategic Constraints: We will NOT build custom features for single partners. We will NOT provide on-premise installations. We will decline requests for exclusivity in any given region or sector. We will NOT sell or share raw, non-anonymized user data.
Evolution Triggers: Governance will shift when we reach 10,000 active users, triggering a review of API access levels. We will consider moving to a more open model after 3 years or when a significant competitor emerges, whichever comes first. Partner autonomy will increase as we codify best practices and can rely more on certification than direct oversight.
| Constraint/ Resource | How to Leverage |
|---|---|
| Insufficient Capital (25%) | Force capital efficiency via PLG and partnerships. |
| Strong Human Resources (75%) | Deploy lean, high-impact teams on core problems. |
| Advanced Systems & Tech (100%) | Automate relentlessly to minimize operational overhead. |
| Robust Processes (100%) | Use frameworks to ensure consistent, high-quality execution. |
| Weak External Partners (25%) | Focus on a few key, high-leverage distribution partners. |
| Low Intangible Assets (25%) | Build brand through product excellence and partner credibility. |
With limited capital, we must allocate with extreme prejudice towards product and growth. The focus is on a 9-month runway to achieve product-market fit and initial revenue traction, triggering the next funding round.
| Function | Capital Percentage | Capital Amount (Illustrative) | Purpose |
|---|---|---|---|
| Product & Technology | 60% | ZAR 3.0M | Core AI development, platform infrastructure, security. |
| Growth & Marketing | 25% | ZAR 1.25M | Partnership support, minimal performance marketing, content. |
| G&A (incl. Founders) | 15% | ZAR 0.75M | Salaries, legal, compliance, basic operations. |
| Resource/Capability | Valuable | Rare | Inimitable | Organized to Capture Value | Competitive Status |
|---|---|---|---|---|---|
| Proprietary AI Model (fine-tuned on SA data) | Yes | Yes | No (Initially) | Yes | Temporary advantage |
| Partnership Network (Universities/Incubators) | Yes | Yes | No | Yes | Temporary advantage |
| Aggregated Proprietary Strategy Data | Yes | Yes | Yes | Yes | Sustained advantage |
| Brand as the "Go-To" Strategy Tool | Yes | No (Initially) | No | Yes | Temporary advantage |
| Capital-Efficient, Tech-Heavy Team | Yes | No | No | Yes | Competitive parity |
We will develop operational playbooks to ensure consistency and scalability from day one, codifying our core processes to mitigate key-person risk and accelerate onboarding.
| Playbook Title | Owner | Core Process | Cross-Functional Dependencies | Success Criteria |
|---|---|---|---|---|
| Partnership Onboarding | Partnership Manager | From initial contact to signed agreement and technical setup for new distribution partners. | Product (for API support), Growth (for co-marketing materials). | Time-to-live less than 14 days; Partner satisfaction score greater than 8. |
| Product-Led Growth Loop | Growth Lead | Standardized process for user acquisition, activation, and monetization funnel experiments. | Product (for A/B testing implementation), Data Science (for analysis). | Weekly experiment velocity; improved conversion rate. |
| AI Model Retraining | Lead AI/ML Engineer | Quarterly cycle for fine-tuning the core language model with new, proprietary user data. | Data Science (for data cleaning and prep). | Model accuracy improvement greater than 5% QoQ; reduction in biased outputs. |
| Investor Update Cadence | Founder/CEO | Monthly email update and quarterly board deck preparation and reporting process. | All teams (for providing data and progress updates). | 100% on-time delivery; clear tracking against KPIs. |
We seek investors who provide more than capital. The three pillars are: (1) Deep B2B SaaS expertise to guide our product-led growth. (2) A strong South African network to accelerate key partnerships. (3) Patience and conviction in a data-network-effect business that prioritizes market capture over short-term profitability.
| Investor | Suitability | Notable Investees |
|---|---|---|
| Naspers Foundry | Focus on South African tech, significant capital, and global network. Understands platform and data-driven businesses. | Aerobotics, The Student Hub |
| Kalon Venture Partners | Proven B2B SaaS investment track record in SA (Section 12J fund). Hands-on approach suits our early stage. | Mobiz, Flow |
| 4Di Capital | One of SA's most experienced early-stage tech VCs. Strong network and understanding of scalable tech. | Aerobotics, LifeQ |
| Jozi Angels | Angel network providing crucial early-stage capital and mentorship from experienced local entrepreneurs and operators. | Various early-stage SA startups. |
Elevator Pitch:
High-end strategy consulting is a ZAR 10B market in South Africa, but 99% of startups are locked out by price and complexity. We've built an AI platform that delivers professional-grade strategy, personalized via scenario gaming, in 15 minutes for just ZAR 700. Our unfair advantage is our distribution model: we partner with universities and incubators to acquire users at near-zero cost. This allows us to capture the entire underserved market and build a proprietary data moat on SME strategy. Investors worry our low price signals low quality. But by anchoring our brand with trusted institutions and offering a money-back guarantee, we turn price into our most powerful weapon for market domination.
To become the default strategy creation tool for 5,000 South African startups and students within 2 years, establishing a dominant market position.
North Star Metric: Strategies Generated
| Category | Core KPI | Target 1 (Q1) | Target 2 (Q2) | Target 3 (Q3) | Target 4 (Q4) | Target 5 (Q1 Y2) |
|---|---|---|---|---|---|---|
| Attraction & Reach | Marketing Qualified Leads (from partners) | 500 | 1,500 | 3,000 | 5,000 | 7,500 |
| Engagement & Activity | Stickiness Ratio (DAU/MAU) | 5% | 7% | 8% | 10% | 12% |
| Value & Conversion | Free-to-Paid Conversion Rate | 0.5% | 0.8% | 1.0% | 1.2% | 1.5% |
| Retention & Advocacy | Churn Rate (Monthly) | 15% | 12% | 10% | 9% | 8% |
| Economic & Financial | Customer Acquisition Cost (CAC) | below ZAR 350 | below ZAR 350 | below ZAR 350 | below ZAR 350 | below ZAR 350 |
| Economic & Financial | Monthly Recurring Revenue (MRR) | ZAR 1,750 | ZAR 9,150 | ZAR 22,550 | ZAR 43,190 | ZAR 75,260 |
| Funnel Stage | Assumed Conversion % | Primary Leakage Reason | Tactical Intervention |
|---|---|---|---|
| Partner Channel -> Landing Page Visit | 10% | Weak partner communication / Call to action. | Provide partners with a co-branded marketing toolkit (email copy, social posts). |
| Landing Page Visit -> Free Account Signup | 5% | Unclear value proposition or high perceived effort. | Simplify signup to one-click social login. Add testimonials from partner institutions. |
| Account Signup -> Strategy Generated | 40% | Complex user interface or overwhelming data input requirements. | Implement a step-by-step wizard for the first-time user experience. |
| Strategy Generated -> Upgrade to Paid | 1.5% | Perceived value not high enough to justify payment. | Lock the most actionable feature (e.g., the downloadable Playbook) behind the paywall. |
| Paid User -> 2nd Month Retention | 65% | Strategy is seen as a one-off task, not an ongoing process. | Introduce automated email nudges for a quarterly strategy review. |
| Indicator | The Signal | Strategic Significance |
|---|---|---|
| The "Wow" Demo | During demos or pitches, users spontaneously say "wow" or ask "it can really do that?" when they see the AI generate a coherent strategy. | Indicates the product has a magical quality and solves a deep pain point, predicting strong word-of-mouth growth. |
| Inbound Partnership Requests | Universities or incubators we haven't contacted reach out to us asking for a partnership. | Signals our brand reputation is growing and our partnership value proposition is compelling, validating our GTM strategy. |
| The "Can I Invest?" Question | Users, especially sophisticated founders or mentors, ask if they can invest in our company after using the product. | The strongest possible signal of product-market fit and perceived value from the exact audience we aim to serve. |
| Competitor Mentions | Users tell us they are switching from a more expensive or manual alternative, or that our tool is "like McKinsey for startups." | Shows we are correctly positioned in the market and successfully capturing mindshare from incumbents. |
| User-Generated Content | Users start sharing screenshots of their strategy outputs or playbooks on social media (e.g., LinkedIn) without prompting. | Indicates high user pride and advocacy, which can be harnessed to drive a viral growth loop. |
| "Wrong" User Signups | We see signups from users outside our core target (e.g., managers at large corps, non-profits), using the tool for their specific needs. | Signals potential for market expansion into new, unexpected verticals and customer segments. |
| Key Partners - Universities (Business Schools) - Startup Incubators & Accelerators - Venture Capital Firms - SME Banking Divisions | Key Activities - AI Model Development & Refinement - Platform Engineering & Maintenance - Partnership Acquisition & Management - Product-Led Growth Marketing | Value Proposition - Instant, professional-grade business strategy. - Affordable (ZAR 700) one-time price. - Personalized outputs and scenario gaming. - Actionable digital playbook to preserve institutional memory. | Customer Relationships - Self-Service Platform - Automated Onboarding - Community Forums | Customer Segments - Early-Stage Startup Founders - Small Business Owners - MBA Students |
| Key Resources - Proprietary AI/ML Models - Engineering & Data Science Talent - Cloud Infrastructure (AWS) - Partner Distribution Network | Distribution Channels - University & Incubator Partnerships (B2B2C) - Direct Web Signups (PLG) - Content Marketing / SEO | |||
| Cost Structure - AI Compute & Cloud Hosting Costs - Lean Team Salaries (Tech & Growth focused) - Partner Revenue Share | Revenue Streams - One-time fee (ZAR 700) per strategy generation/playbook download. - Future: Premium subscription tiers with advanced features (e.g., KPI tracking, team collaboration). | |||
| Invalidated Assumption | Risk if Ignored | Recommended Pivot | Pivot Rationale |
|---|---|---|---|
| Users are willing to pay ZAR 700 upfront for an unproven AI tool. | Catastrophic cash burn with near-zero revenue, leading to rapid failure and wasted capital. | Disruptive | Freemium model captures users and valuable data now, enabling future monetization and network effects. |
| The for-profit startup market is large and receptive enough for initial scale. | High acquisition costs are wasted chasing a market that is too small or unwilling. | Creative | Targeting a passionate, underserved non-profit niche builds a loyal base and opens grant funding. |
| We can build a trusted brand and direct acquisition channels efficiently with low capital. | Our go-to-market strategy fails due to high CAC, depleting our limited runway before traction. | Winner-Take-All | Leveraging partners' established brands and channels provides immediate, low-cost access to our target market. |
| Our partnership acquisition funnel will be diverse across many institutions from the start. | A single partner dictates terms or leaves, causing our entire acquisition pipeline to collapse overnight. | Primary Strategy - Rebalanced | Diversifying partner types (e.g., banks, VCs) mitigates concentration risk in university channels. |
| The South African market is sufficient to validate the business model and attract funding. | A localized economic downturn or specific market shock in SA stalls all growth prospects. | Primary Strategy - Rebalanced | Early, low-cost testing in adjacent SADC markets (e.g., Kenya, Nigeria) diversifies geographic risk. |
| Risk | Mitigation |
|---|---|
| Incumbent (e.g., Google) launches a free, generic AI strategy tool. | Double down on unique SA data, hyper-localization, and scenario gaming features they cannot replicate. |
| Failure to achieve product-market fit, resulting in high user churn. | Implement rapid, weekly feedback loops with paying users to iterate on the most valuable features. |
| A severe South African economic downturn decimates the startup ecosystem. | Introduce a lower-priced 'essentials' tier and flexible payment options to retain price-sensitive customers. |
| A well-funded, direct local competitor emerges and copies our model. | Accelerate partnership acquisition to lock up key distribution channels, building a network moat. |
| AI model generates generic, low-quality, or biased strategic outputs. | Continuously retrain models with anonymized, proprietary SA-specific user data to improve quality and defensibility. |
| Trigger | Red Line Metric | Financial Impact | Strategic Stance | Reallocation Action |
|---|---|---|---|---|
| Free-to-paid conversion rate plummets. | Conversion rate below 0.5% for two consecutive months. | Burn Rate Acceleration | Product Value Focus | Halt new features; reallocate 100% engineering to conversion funnel optimization. |
| A key university partner terminates their agreement. | Loss of a partner representing greater than 40% of leads. | CAC Explosion | Channel Diversification | Reallocate growth team from partner management to signing three new non-university partner types. |
| Direct competitor launches a product below our price point. | Competitor pricing is 50% below ZAR 700. | Pricing Pressure | Aggressive Market Capture | Deploy cash reserves to fund a 3-month 'free premium access' campaign through partners. |
| AI compute costs exceed gross margin projections. | Per-user AI cost greater than 15% of revenue. | Gross Margin Erosion | Technical Optimization | Dedicate AI/ML team to model optimization using smaller, fine-tuned open-source alternatives. |
| Negative media coverage regarding data privacy or security. | Any public report of a data breach. | Reputation Damage | Full Transparency | Halt all marketing spend; reallocate all personnel to user communication and technical audit. |
| Experiment Name | Hypothesis | Success Metric | Owner |
|---|---|---|---|
| Price Elasticity Test | A lower ZAR 450 price point will increase conversion rate enough to boost total revenue. | Increase in total weekly revenue compared to the ZAR 700 baseline. | Growth Lead |
| 'Playbook First' UX Flow | Showing users a watermarked preview of the final playbook will increase their intent to pay. | 10% lift in clicks on the 'Upgrade to Paid' button. | Product & Engineering |
| Partner Referral Program | Offering existing users a 20% discount for successful referrals will create a low-CAC growth loop. | Achieve a viral coefficient (k-factor) greater than 0.1 within 90 days. | Growth Lead |
| Innovation Sprints | Dedicating one Friday per month to self-directed projects will boost innovation and retention. | Generation of 2+ viable product/process improvements per quarter. | Founder/CEO |
| Gamified Onboarding Checklist | A gamified onboarding process will increase the rate of users generating their first strategy. | Activation rate (Signup to Strategy Generated) increases from 40% to 50%. | Product & Engineering |
| Tactic/Action | Target Audience | Signaling Intent | Envisioned Psychological Impact | Resource Commitment | Timeline to Impact | Success Indicator |
|---|---|---|---|---|---|---|
| Publish "State of SA Startup Strategy" report. | Investors, Competitors | We own the data and are the market leader. | Establishes category ownership and data moat credibility. | Medium | 6-12 mo | Media citations, inbound investor inquiries referencing the report. |
| Announce advisory board of top SA academics. | Universities, Customers | Our methodology is academically rigorous and credible. | Builds institutional trust and de-risks adoption for partners. | Low | 3-6 mo | Reduction in partnership sales cycle by 25%. |
| Co-host pitch competition with a major incubator. | Customers, Investors | We are a core pillar of the startup ecosystem. | Positions brand as an essential enabler of founder success. | Medium | 6-12 mo | greater than 200 high-quality user signups from the event. |
| CEO publishes weekly thought leadership on AI. | Competitors, Employees | We are defining the future of AI in consulting. | Perception of being the visionary leader in the space. | Low | Immediate | High engagement rates and follower growth on LinkedIn. |
| Launch a "First 100 Customers" testimonial page. | Customers (Early Majority) | The best new startups are already using our platform. | Creates social proof and fear of missing out (FOMO). | Low | 3-6 mo | Users cite testimonials as a reason for signup. |
The critical path to first revenue is sequential and aggressive, driven by our capital constraints. It begins with establishing the legal and technical backbone (Legal Framework, Core AI Integration). This is immediately followed by securing essential data and integrating the payment system (Data Ingestion, Payment Gateway). Concurrently, we build the Minimum Viable Product (MVP). Once the MVP is functional and transactions are possible, we execute a closed beta with initial university partners to validate the product and GTM strategy before a full public launch.
| Prerequisite | Duration | Dependencies | Owner | Completion Criteria |
|---|---|---|---|---|
| 1. Legal & Corporate Setup | 1 Week | None | CEO | CIPC registration complete; SARS tax number issued. |
| 2. POPIA Compliance Framework | 2 Weeks | 1 | CEO | Privacy Policy, T&Cs, and user consent flow drafted and approved. |
| 3. Core AI/LLM Integration | 2 Weeks | None | Tech Lead | API connection to foundational model is stable and returning test outputs. |
| 4. Minimum Viable Product (MVP) Build | 4 Weeks | 3 | Tech Lead | Functional UI for user input, strategy generation, and playbook view. |
| 5. Initial SA Data Ingestion | 1 Week | 3 | Tech Lead | Core public market data is structured and accessible by the AI model. |
| 6. Payment Gateway Integration | 1 Week | 1, 4 | Tech Lead | Live ZAR 700 transactions can be processed successfully via PayFast/Yoco. |
| 7. First Partner Agreement | 4 Weeks | 1 | Growth Lead | One university or incubator partner has signed a beta launch agreement. |
| 8. Closed Beta Launch | 2 Weeks | 2, 4, 6, 7 | Growth Lead | First 50 users from partner channel onboarded and generating strategies. |
Below are action plan frameworks, modeled after gamified puzzle logic and visualized in 7x7 grids:
Each action has a code, description, strategy, core/supporting status and payoff level.
| 12.2.21 Acquire premium module subscriber STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: MEDIUM | 12.2.20 Market premium module STRATEGY: DISRUPTIVE LEVEL: SUPPORTING PAYOFF: LOW | 12.2.18 Anonymize and aggregate data STRATEGY: DISRUPTIVE LEVEL: SUPPORTING PAYOFF: LOW | 12.2.16 Design data monetization architecture STRATEGY: DISRUPTIVE LEVEL: SUPPORTING PAYOFF: LOW | 12.2.14 Define freemium feature set STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: LOW | ||
| 12.2.25 Secure 10 report pre-orders STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: MEDIUM | 12.2.6 Iterate on MVP STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.2.24 Test report pricing with users STRATEGY: DISRUPTIVE LEVEL: SUPPORTING PAYOFF: LOW | 12.2.22 Analyze free user behavior STRATEGY: DISRUPTIVE LEVEL: SUPPORTING PAYOFF: LOW | 12.2.15 Launch free core product STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: MEDIUM | ||
| 12.2.4 Launch MVP to beta users STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.2.10 Achieve 1,000 free users STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.2.13 Establish customer support process STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.2.23 Create first market report STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: MEDIUM | 12.2.17 Reach 5,000 free users STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: MEDIUM | ||
| 12.2.2 Secure 3 initial partners STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.2.9 Write initial blog content STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.2.11 A/B test landing page STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.2.12 Convert first 15 paying users STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.2.19 Develop premium data module STRATEGY: DISRUPTIVE LEVEL: CORE PAYOFF: MEDIUM | ||
| 12.2.1 Define core product features STRATEGY: PRIMARY LEVEL: CORE PAYOFF: LOW | 12.2.3 Create partner marketing toolkit STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.2.5 Gather initial user feedback STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.2.7 Develop basic SEO strategy STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.2.8 Onboard 5 additional partners STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | ||
| 12.3.22 Secure first grant funding STRATEGY: CREATIVE LEVEL: CORE PAYOFF: HIGH | 12.3.18 Pitch to 5 impact investors STRATEGY: CREATIVE LEVEL: CORE PAYOFF: MEDIUM | 12.3.15 Secure first non-profit pilot STRATEGY: CREATIVE LEVEL: CORE PAYOFF: MEDIUM | 12.3.13 Identify 10 target NGOs STRATEGY: CREATIVE LEVEL: SUPPORTING PAYOFF: LOW | |||
| 12.3.9 Secure positive user testimonials STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: MEDIUM | 12.3.23 Partner with national NGO body STRATEGY: CREATIVE LEVEL: CORE PAYOFF: HIGH | 12.3.19 Onboard 5 paying NGOs STRATEGY: CREATIVE LEVEL: CORE PAYOFF: MEDIUM | 12.3.16 Tailor AI for impact metrics STRATEGY: CREATIVE LEVEL: CORE PAYOFF: MEDIUM | 12.3.14 Adapt pitch for social impact STRATEGY: CREATIVE LEVEL: SUPPORTING PAYOFF: LOW | ||
| 12.3.5 Get first paying customer STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.3.8 Achieve ZAR 10,000 MRR STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.3.12 Reach ZAR 50,000 MRR STRATEGY: PRIMARY LEVEL: CORE PAYOFF: HIGH | 12.3.20 Develop grant application template STRATEGY: CREATIVE LEVEL: SUPPORTING PAYOFF: MEDIUM | 12.3.17 Complete pilot, gather case study STRATEGY: CREATIVE LEVEL: CORE PAYOFF: MEDIUM | ||
| 12.3.2 Create initial pitch deck STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.3.4 Launch beta with 100 students STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.3.7 Reach 1,000 active users STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.3.11 Achieve 50 paying customers STRATEGY: PRIMARY LEVEL: CORE PAYOFF: HIGH | 12.3.21 Present at social enterprise forum STRATEGY: CREATIVE LEVEL: SUPPORTING PAYOFF: MEDIUM | ||
| 12.3.1 Setup social media profiles STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.3.3 Onboard first university partner STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.3.6 Onboard 3 incubator partners STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.3.10 Sign 10 total partners STRATEGY: PRIMARY LEVEL: CORE PAYOFF: HIGH | |||
| 12.4.1 Publicly launch core product STRATEGY: PRIMARY LEVEL: CORE PAYOFF: HIGH | 12.4.2 Onboard first 5 partners STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.4.5 Reach 2,500 active users STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.4.10 Create customer support FAQ STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | |||
| 12.4.3 Achieve first 100 paying users STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.4.4 Secure initial press coverage STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: MEDIUM | 12.4.7 Host first user webinar STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: MEDIUM | 12.4.12 Conduct competitor feature analysis STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | |||
| 12.4.6 Implement referral program STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: MEDIUM | 12.4.8 Systemize user feedback loop STRATEGY: PRIMARY LEVEL: CORE PAYOFF: MEDIUM | 12.4.9 Optimize user onboarding flow STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.4.13 Update financial forecast models STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | |||
| 12.4.11 Refine partner marketing materials STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.4.14 Document core internal processes STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.4.15 Automate weekly KPI reporting STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.4.16 Perform quarterly strategy review STRATEGY: PRIMARY LEVEL: SUPPORTING PAYOFF: LOW | 12.4.31 Explore international channel partners STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW | 12.4.29 Train partner's sales team STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW | 12.4.27 Design partner co-marketing campaigns STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW |
| 12.4.30 Host quarterly partner summit STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW | 12.4.25 Create partner integration documentation STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW | 12.4.24 Finalize revenue share model STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | 12.4.22 Develop robust API for partners STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | |||
| 12.4.28 Monitor channel-specific user metrics STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW | 12.4.23 Achieve 10,000 users via channels STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | 12.4.20 Launch pilot to bank's SMEs STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | 12.4.19 Integrate with partner's portal STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | |||
| 12.4.26 Establish partner support tier STRATEGY: WINNER TAKE ALL LEVEL: SUPPORTING PAYOFF: LOW | 12.4.21 Secure 2 more channel partners STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | 12.4.18 Develop white-label MVP STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: MEDIUM | 12.4.17 Sign anchor bank partner STRATEGY: WINNER TAKE ALL LEVEL: CORE PAYOFF: HIGH |