C Y B E R V I E W
P U N C H L I N E
side 1

side 2

Scenario
Introduction
Running through time: Blue Ocean Strategy
Motivation and Concept
Target group
Description
Our Concept
Glasses
Website
Analysis of the product
Prototypes
SWOT
Approach
The user
The process
Gantt Chart & Scrum
Our competitors
NABC
Stakeholder analysis xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx
Business Plan
Background information
(Executive) Summary
The business description
The industry
The product
The business
The market
Feasible market
Market share
Business position
Pricing
Distribution
Promotion plan
Sales potential
Business model
Competitive analysis
Design and development
Schedules and costs
Development budget
Personnel
Assessing risks
Operations and management
Organizational structure
Personnel numbers
Capital requirements table
Costs of goods table
Financial statements
Income statement
Cash flow statement
Balance sheet xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx
Reflections
Reflections on team work / process
Reflections on Gantt/Scrum
Reflections on the product
Socio-relevance
Conclusion
Bibliography
Appendix
01
02
...
xx xx xx xx xx xx xx xx xx side 3

side 4

GLASSES (should be in product description)
Glasses with transparent AMOLED display making it possible for the runner to see important data while running.
AMOLED is new display type:, Active Matrix Organic Light
Emitting Diod, that can be produced extreemly thin, bendy and transparent making it possible to implement them in glasses. The information shown in the display is calculated acoording to trigonometria so it appears to be approx. 1 meter in front of the user (3D technique).
The glasses have a UV-coating only activating darkness when shiny.
BRACELET (should be in product description)
Bracelet containing, Pedometer, GPS, SKINput technology and USB port.
SKINput works by measuring various unique sounds.
These sounds can be programmed to do a sertain action. for example by various clicking combination with your fingers the runner can control the display. SKINput is also able to mesure the puls by the unique sound here.
The GPS measure pricisely the location over time, which gives varois informations to the display.
The USB port connects bracelet to computer.
WEBSITE (should be in product description)
Website giving the user access to the Cyberview community. Here the runner can download various running programmes, upload their running data, compete with friends etc.
Userbility is a key aspect for the website - even though
Cyberview contains many advanced technological features it is absolutely nececary to make them as userfreindly as possible.
side 5

The display principle used in Cyberview is the same as in various 3D applications. The right and left eye do not recieve the same infomation, on the contrary the information shown will give the user an illusion that the visual information will be approximately 1 meter in front of him/her.
GLASSES
- Transparent MAOLED display
- UV sensitive coating
- bluetooth reciever
- battery
BRACELET
- SKINput (puls and control)
- OLED display
- Buttons
- bluetooth
- USB outled
COMPUTER
- Cyberview website
- Runners’ community
- Customize your running programmes
- Program SKINput control system
- Adjust visual comminication style side 6

(augmented reality)
RED OCEAN BLUE OCEAN
In the beginning running was about basic facilites..
During time technology has developed that has changed the way we run today by adding new param-
C ybEr
V
IEw eters. We believe, that by adding “visual interface and ““ easy to use“ as new parameters we can create the next blue ocean of running. Our curce is interesting, because it combindes professional training with easy to use. This especially manifest itself though the visual interface and skinput technoligy making it ideal to use while running.
I y
oACh uNEs
CONVENSIONAL PARAMETERS comfort & safety professional training
NEWER PARAMTERS music social community route tracking
OUR PARAMTERS visual interface easy to use side 7

In order to start generating ideas that could possibly lead to the concept for the project, the team decided to make use of the individual problem-solving method called ‘bisociation’. This method, from the text “Rebel with a cause” assumes that there is an object, or in our case an area that is defined beforehand (computer/IT), and uses arbitrarily chosen nouns to start an association between the two in order to arrive at a possible concept.
As an example.
The ideas that emerged from this method were presented to all group members by their creators, and then discussed. The ideas were then prioritized according to popularity, resulting in the top 5 table of ideas in Appendix XX.
Despite the fact that these ideas were all interesting, the group had trouble seeing how to find a final concept to work further with. It was decided that each member of the group would write down what they wanted our concept to be like, what it should be about in general, without necessarily being specific about what that actual concept might be. The idea was that we were perhaps proceeding too fast, and needed to take a step back and look at each other’s motivations and expectations
(see Appendix XX). After discussing these more general ‘themes’, the group members felt inspired and each came up with a more specific concept. Each individual group member then turned his or her favorite idea into a prototype, and tried to ‘sell’ the idea to the other group members (see Appendix XX 1-4). The type of prototype that should be created was left to the discretion of each individual team member, thus giving him/her the opportunity to emphasize what side of the concept should be clarified. As can be seen in figure XX all prototypes were intended to specify the role and the look and feel of the concept, which makes sense when considering the purpose for which they were created. From the discussion that took place after the presentation of each of the prototypes, a clear winner emerged. The Cyberview concept appealed to the idea of something that incorporated movement, music and was in general a ‘fun’ concept.
Specifying the concept.
Now that the general concept was chosen, it needed to be specified further in terms of what it should be able to do and whom it might appeal to. The group decided that this would be a good point in the process to start involving our potential users. An interview guide was created, and as the Cyberview glasses were designed with people who run in mind (without being more specific on age, sex, frequency etc.), it was decided that all interview subjects should be people who run. The questions in the interview guide were meant to get general information from the public on for example what they thought of the concept, why they ran, what they might be willing to pay for a concept such as our and so on. In total, 13 interviews were conducted.
side 8

According to statistics*, three quarters of runners are women. These women are mainly in the categories of beginners and intermediate runners.
People who run, generally have a range of different reasons for doing so: exercise, competition, getting energy, health, fun and socializing. Perhaps it is a target for them to lose weight, to be able to run faster, longer or more often.
There are also various “run-genres” such as: Orienteering, short and long distance run, jogging and interval run.
The running distances are often divided into:
Walking/ running - 5km - 10km - half marathon - full marathon.
Almost every one of the subject that were interviewed in our 1st user trial stated that they used gadgets for running, and did not consider it hard to use them.
They did think, however that looking at such a gadget while running (for example a watch) was disturbing, for their experience of “The Zone”, a positive and relaxing mental state you can achieve by running. One runner using a gadget helping to train in the right pulse-zones found it very useful, to get into better shape.
*) http://www.dgi.dk/Forening/Bornholm/nyheder/
L%C3%B8b_eksploderer_i_DGI_%5Ba25722%5D.aspx
It is our aim to focus Cyberview’s main features on women that have just started running.
Through our concept Cyberview you will have the opportunity to train together with your friend from another part of the country, and “live”, in augmented reality. you will also have opportunities for personalized coaching downloads, either for listening or viewing.
Our goal is to reach out for a “freedom loving”, socially oriented audience, that prefer an easy to use and efficient running gadget.
Cyberview does not limit itself to this section of runners but will also be used by the ambitious runner who wants to enhance her performance through heart rate zone training, with state of the art collection and comparison of running data, and music only interrupted by the coach.
The product will aim at this target group in marketing, in the prioritised defalt setting of the device and by developing the social part of the koncept as a central part of the experience.
Our main approach concerning marketing, will thus be at this target group. However, the product will certainly be produced, so it will meet the needs of other targetgroups as well.
Based on our 1st user trial, we have selected the following broader secondary target group:
Women and men aged 18-60 (maybe discussing the
45+ as a target group, because they have the time now their children have grown older), because we believe, that this target group will be financially able to pay for
Cyberview.
At the same time, the target group has an age, where it can be assumed, that they have an interest in a technological approach to their run.
(However, our first field study showed that the 2 informants 50+ did not want this kind of high tech, but preferred a stopwatch).
The secondary target group’s running frequency should be from 3-7 times a week. We want Cyberview to be an offer for more serious runners, running up to 7 times a week, as an effective and easy training tool.
It is important that the target group is open to new technology and perhaps also know of using gadgets with their computer, in short terms that they are not
“afraid of technology.” side 9

Running is probably the most universal kind of workout.
As an incentive for training, in order to progress or just out of curiosity people often tend to monitor their training. This, in the world of running can take on multiple forms ranging from the really basic “I run for 20 minutes” to the more scientifically advanced juggling with heart rate data, running zones and so forth.
Accordingly, quite a diverse array of running gear is to be found.
The most basic is the stopwatch, which basically just measures elapsed time. For people requiring more data, there are overall 3 major systems, which can be combined.
The pedometer system is made up of 2 parts: a chip, which you fasten to your running shoes and an information processing device which could be a watch, mp3 player or other. The chip reacts to steps, and streams data wirelessly to the other device. Here, the data is translated into speed information, completed distance, calories consumption, etc. This method provides reliable data, is cheap and therefore is widespread. Nike is the foremost exponent of this method via their Nike Plus running concept.
(sæt billede af pedometer system ind her)
The second method is the GPS watch. This system is made up of either one watch integrating GPS functionality – logging of speed, distance, and basic navigator functionality – or of a GPS module streaming data wirelessly to a watch, which then processes the information. side 10
This method provides a little more advanced functionality and is a bit more expensive than the pedometer method. Manufacturers like Garmin and Polar are major actors in this market.
( sæt billede af GPS-ur system ind her)
The method of choice for serious runners is monitoring heart rate. This method introduces a new piece of hardware: the heart rate monitor. This device, strapped around the chest records heart rate, and streams the data wirelessly to another device, which is either a pedometer system, or a GPS device. Heart rate data is used to “scale” your running into different speed “zones”, whereby the workout is optimised. Heart rate monitors are often accessories to Garmin and Polar gear. Adidas seems inclined to enter the competition and swallow market shares with their miCoach concept.
(sæt billede af Pulsmåler system ind her)
It is usually possible to connect the information-processing device (be it pedometer or GPS) to a computer, thus supporting the hardware with a software platform, allowing storing workout data, presenting them in the form of graphs, etc.
Frequently, manufacturers offer the option of creating personal profiles on web based platforms, bringing together diverse services such as data processing and presentation, personal coaching, training programmes, connecting to a virtual network, sale of related gear.
They thus create a “universe” or “world” centred on the user and the specific gear being used.
Hitherto, it seems as if the use of advanced running gadgets has been specifically appealing to either the technologically savvy person (the gadget fetishist) or the serious runner for whom running has been promoted from healthy hobby to lifestyle. Thus it has involved the use of multiple-part devices, the patience for setting these up, the uncomfortable interaction moves during the workout, etc.

(afklare hvad der kan rykkes ned til product under Business description)
Whether you are sweating on a stadium or treading new paths in the forest, the CyberView ® X1 is an exciting and rewarding acquaintance. CyberView ® X1 allows you to keep track of your covered distance, down to the single centimetre and heartbeat.
When having tried out your first workout with Cyber-
View ® X1, there will be no turning back - this super userfriendly technology provides your training with new fantastic dimensions.
(Mangler et kort afsnit der specifikt er henvendt til målgruppen – noget om æstetik, simplicitet, ..)
Keep track of your performance
CyberView ® X1’s integrated GPS allows you to keep track of all aspects of your workout, by logging such data as distance, average speed, etc. Connect it to your computer after running and it will upload all your data to the
CyberView website. your running data is there rendered accessible in the form of comprehensible graphs showing how much you exert yourself so you can monitor and improve your fitness.
your personal coach
Log in to the website and click the coach tab. you’ll be guided towards finding a running program fitting your personal needs. Based upon heart rate monitoring, fitness experts have developed a multitude of running programs for CyberView all suited for different purposes like: starting up, running 5k, 10k, marathon, half marathon, etc.
Whenever done, download your running program to CyberView, mount the gear and let CyberView coach you.
Simple.
Find your way
CyberView ® X1’s GPS functionality enables it to serve as a basic GPS navigator. It can thus guide you to a particular destination, help you return to your starting point, run cross-country, etc. Furthermore you can download new running routes. The directions will be streamed to your glasses, freeing you from memorizing routes and releasing you from your running routine.
Accessible web platform
Log in to the CyberView website, and gain easy access to your own profile. Visualise your progress, customise your personal running programs, hook up with friends, issue or accept dares and challenges. Find expert advice on training, diet and all maters of useful subjects.
CyberViews web platform is extremely easy use, and will keep up your motivation for working out.
Easy Control
CyberViews innovative use of skinput technology, frees you from the often-cumbersome interaction with your running gear. Control the information displayed on your glasses, by tapping your hand. That’s it.
Three parts
(indsæt mockups her. Evt storyboard)
Though brimming with cutting edge technology, Cyber-
View is actually really simple to use. It consists of just
3 parts. A bracelet, a pair of running glasses and some software.
The bracelet
Strapped close but comfortably to your wrist, the Cyber-
View bracelet is actually an elegant and state of the art computer. It contains fine tuned GPS technology monitoring your training in real time, feeding you with data such as speed, distance and location. As well, the bracelet contains sensors that measure your heart rate. Using heart rate data is the way to get the most out of your workout. It optimises your training programs, so that you reach your goals fast but safely. Keeping track of heart rate data can be complicated though. Why not let Cyber-
View do the job, and translate the calculations into 3 simple lines: speed up, slow down, keep the speed. Simple.
The bracelet has no obvious controls. That’s because pressing small buttons on a device strapped to your wrist or arm while running is awkward. Instead, CyberView simplifies interaction. The integrated skinput technology allows you to control the device by just tapping your arm or hand. That’s it. The bracelet registers the sound made by tapping, and transforms this into a predefined input.
Just like pressing a button or turning a switch.
Neither has the bracelet got an interface. Looking at smallish displays, bending your head while running. All that is quite uncomfortable. CyberView puts the data side 11

right where it should be: in front of your eyes. The wireless technology integrated into the bracelet streams data directly to your running glasses.
The glasses
CyberView’s running glasses are much more that just that. They belong to a whole new class of devices for personalised information management. They present the information wirelessly streamed by the bracelet to the user. He or she perceives the environment as usual, but additional information - speed, distance, coaching advice, directions - is presented via an advanced form of glasses that carry micro displays (Augmented Reality,
AR). The user can deliberately customize this visual information beforehand. The interaction (eg. control of information displayed) takes place via the aforementioned skinput technology. This results in personalized, mobile, interactive, see-through AR Displays.
The data or the image is projected onto the retina from an organic light-emitting diode (OLED) micro-display, making the image appear as if it’s a meter in front of the wearer.
OLEDs have been used to produce a high-luminance micro-display, as the image needs to outshine the ambient light to be seen clearly against changing and highly contrasting backgrounds.
The Software
The first time you connect your bracelet to your computer via the integrated Micro-USB port (which incidentally also is the way to charge both bracelet and glasses), you will be prompted to download a program from the Cyside 12 berView homepage. This program allows you to customise your device entering data such as age, weight, etc.
The program, as well, allows you to customise the type of data you want displayed - running data, GPS info, coaching info - and to set the skinput controls to your likings.
Fx. One tap: brings up speed, 2 taps clears the display.
Using the device after a little configuring is possible. you can also choose to set up a profile on CyberView’s homepage, and thus expand the functionality considerably. There, you gain access to personalised training programs, that you can download to your device. Running routes taking advantage of the GPS navigator features.
The CyberView community with whom you can share fun, runs, challenges. you name it.
(indsæt illustrationer)

skinput
(kort beskrivelse + illustration)
OLED display
(kort beskrivelse + illustration)
HR monitor
(kort beskrivelse + illustration) etc side 13

side 14

side 15

(Text)
(Indsætte persona’er) side 16
(Tekst)

INSPIRATION / STARTING UP
CONCEPT: CHOISE
CONCEPT DEVELOPMENT
CONCEPT PRESENTATION
05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
02/05 02/08 02/15 02/22 03/01 03/08 03/15 03/22 03/29 04/05 04/12 04/19 04/26 05/03 05/10 05/17 05/24 05/31 06/07 06/14
02/07 02/14 02/21 02/28 03/07 03/14 03/21 03/28 03/04 04/11 04/18 04/25 05/02 05/07 05/16 05/23 05/30 06/06 06/13 06/17
03/19
05/21
REPORT DRAFT
REPORT HAND-IN
EXAM PREPARATION
EXAM
04/20
05/25
06/14-17
13
R E P O R T D R A F T
S P R I N T 0 1
14
SWOT/NABC
ITERATION 01
QUICK+DIRTY DISCUSSION
TARGETGROUP
ITER. 01
TARGETGROUP
DESCRIBTION
PROTOTYPE
SCENARI0
ITER. 01
15
S P R I N T 0 2
16
R A P P O R T U D K A S T : O P D A T E R E T
SWOT/NABC
ITERATION 02
INTERVIEW
TARGETGROUP
DISCUSSION
TARGETGROUP
ITER. 02
PERSONA
DESCRIBTION
PROTOTYPE
SCENARIE
ITER. 02
17
S P R I N T 0 3
18
R A P P O R T F Æ R D I G
SWOT/NABC
ITERATION 03
FEEDBACK
TARGETGROUP
PRODUCT
REFLECTION
PROCESS
REFLECTION
RESEARCH
B U R N D O W N C H A R T 0 1
STAKEHOLDER ANALYSIS BUSINESS MODEL MARKETING STRATEGY MANAGEMENT /
ORGANISATION
B U R N D O W N C H A R T 0 2 B U R N D O W N C H A R T 0 3 side 17

Dette afsnit skulle vist ikke med, så vidt jeg husker.
det ingår i nogle af de øvrige afsnit. Drøftes videre på fredag) side 18

Dette afsnit bliver tilføjet - formentlig som en tabel - forhåbentlig inden fredag.
side 19

Indsæt tekst mm side 20

nyt kapitel tydelig visuel markering deraf evt på ny illustration med cyberview tagline side 21

Running has in the past few years become big business.
This trend is global and shows very clearly in Denmark.
In fact figures show (indsæt statistik) that minimum xx percent of the population run regularly. Running is thus among the top workout forms, and people are increasingly willing to pay for it. Sales of running apparel and equipment are soaring (Nike, Adidas, ...tal), running clubs experience a substantial influx of new members, races like the Copenhagen Marathon or the DHL Stafet are being organized, drawing hundreds of thousands of participants yearly, and generating revenues in the millions.
In addition to this, an increasing number or websites are popping up dealing with all aspects of running such as: diets, coaching, sharing of experience, etc.
Retailers specialized in running gear like Marathon Sport
(footnote) have become popular and have proliferated.
Traditional sports gear retailers like Sports Masters, Denmark’s largest sporting goods retail chain report sales of running-related products growing by at least 20% yearly for the past 5 years (footnote). In addition they experience a rising demand for specialised equipment and expert advice.
This illustrates the fact, that running for many people has turned into a serious occupation, often governed by the same professional methods that people use in their professional life: setting up running projects, working out strategies to reach the goals, evaluating the process, etc...
Running has thus unquestionably undergone an unside 22 precedented commercialisation and professionalisation.
In all likelihood the trend will continue. It even seems to become more pronounced. This indicates a huge and growing market for innovative running related gear.
(mangler lidt om: Who will you sell to, how will the product be distributed, and what are the business’ support systems? Support may come in the form of advertising, promotions and customer service.)
(Noget om Cyberview - salgsretorik)

(noget om vores forretning, indtjeningsmuligheder) side 23

There are several running gadgets on the market, most like for example the Garmin Frontrunner series and the
Polar running watches limit themselves to a single device, namely a (GPS) watch with a number of relevant functions to runners. Our two main competitors on the current market are Nike+ and Adidas miCoach.
Nike+ was launched in May 2006 and currently boasts over 1.2 million users, thereby having gathered “the largest community of runners ever assembled”
(http://www.wired.com/medtech/health/magazine/17-07/lbnp_nike?currentPage=all).
Nike+ is very much aimed at creating an online community of runners where its users can share their running data and socialize with each other. With a standard
Sportskit at a costing price of about 170 kroner, Nike+ is also one of the cheapest running gadgets on the market, providing one has the equipment to go with the starter package.
Adidas miCoach was officially released on the 20th of
March 2010 and is therefore a relatively new running gadget. It consists of more parts, and its target group is the more professional runner, who wants to collect more data than is available from Nike+. Since Adidas miCoach is still so new, no reliable figures on its market share are available as of yet. It does expect, however, to obtain a share of the market that is currently taken by Nike+. With prices from about 800 kroner, all depending on the number of gadgets/possibilities you would like to have, Adidas miCoach is much more expensive than Nike+.
side 24
Feasible market
Nike+ is currently the biggest competitor, its strategy aimed at “making the user the hero” (http://www.hypergene.net/ideas/nike.html). It is also the cheapest of the current running gadgets with a starterskit from about
170 kroner.
Segmentation Nike market:
Nike+ seems to be directed at the ‘mass market’. It has been made as cheap and user friendly as possible. The social aspect attracts a lot of users. Nike+ limits itself through the type of information is gives (distance, calories burned, time and the pace of your run) which might be too limited for more experienced runners: “I find the
Nike+ too simple” (http://www.calvinshub.com/2010/02/ nike-or-adidas-micoach-pacer/). Another way in which
Nike+ is limited is in the fact that it does not provide the possibility for live feedback. Data is recorded and afterwards uploaded and used on the Nike+ website.
It cuts off more users by its collaboration with Apple ipod, and its limitation to Nike running shoes for the running sensor.
Another more serious problem with the Nike+ system is the apparent ease with which people can ‘hack’ their way into the user data recorded by the RFID based running sensor, which might scare off people who do not want to run the risk of such tracking (http://www.wired.com/ science/discoveries/news/2006/11/72202).
Segmentation of Adidas miCoach:
As opposed to Nike+, Adidas miCoach seems to focus more on capturing a share of the more professional runners. The gadget requires more of the user technically, but is more compatible as it can be used with any running shoe of mp3 player. It offers more possibilities on its website in terms of graphs and data, but it is not possible to share anything with other runners, a possibility which
Nike+ heavily promotes. Batteries in some of its parts are replaceable, but the shoe sensor is still a use once item
(http://gizmodo.com/5479456/adidas-micoach-pacerreview-like-nike%252B-only-better).
Market share
We aim to capture part of the market that is currently occupied by Nike+ and Adidas miCoach.
Business position
As stated before, Nike+ aims mainly for the ‘popular’ market, using ipod to lower the price of their product. They limit themselves by their incompatibility with other mp3 players, and the lack the lack of information that is more useful for runners on a more professional level. The data that is collected can only be used after a run has been completed; there is no real possibility of live feedback of the data that is being collected.
Adidas does aim at more professional runners, and its gadgets are compatible with any mp3 players. What they do not offer is any kind of community participation through their site, and although they provide with the

possibility of audio feedback on the progress of the run, it is limited to audio only.
Cyberview combines the social with the professional by offering a new running solution to its customers. When running using our product, women will be able to get live visual feedback on their progress. Instead of having to reach to change settings etc. they will be able to control the input by tapping the fingers of one of their hands. No voice interrupting the music they want to hear, no movements interrupting the ‘zone’ they are in. you are in control. Cyberview provides women with the ultimate running experience.
Pricing
Our product consists of:
A pair of glasses
-frame
-lenses (OLED technology) costs about (2x) 20 to 30 $ according to a former employee at Motorola
-earplugs + cord for mp3 player
-sensor that communicates with bracelet
A bracelet
-bracelet itself
-integrated heart rate meter
-integrated skintouch sensor
-integrated usb connector
-sensor that communicates with glasses
We need to figure out what the production prices of these parts might realistically be.
From our first interview we learned that runners (who were interested in running gadgets) are willing to pay about the same amount as they did for the gadget they are using now. In order to compete with Nike+ and Adidas, Cyberview should not be more expensive as them
(meaning a possible price range between 170 and 800 kroner).
Distributions
Nike+ distribution channels are the Nike website, other sports related websites and the more specialized sports shops.
Adidas miCoach is still relatively new, but it looks as though they will use the same distribution channels. At the moment it is still very internet oriented, and therefore not available in shops in for example Denmark as of yet.
Cyberview will most probably make use of the same channels as its competitors, perhaps we should take a look at alternatives that might give us an advantage over the others.
Promotion plan
Since our product is aimed at the more professional runner, an obvious place for its promotion would be through running shops with some connection to running teams (EXAMPLE RIMMy*S SHOP), and the larger running events like for example the “Eremitage løb” or
“DHL stafetten”. Where runners represent companies
(like they do in for example the DHL stafetten) an agreement might be made with participating companies that promotional versions of Cyberview might be road tested.
Such events might also be used to organize product demonstrations as our target group will be heavily concentrated at such places. This will give us the possibility of reaching as many as possible without wasting resources.
The product should be put into production at the start of the running season in the Spring, to ensure the longest possible stretch of use.
Sales potential
Cyberview offers a more preferable solution for runners who are interested in optimizing their running experience than the solutions that are currently on the market.
We need to have the pricing paragraph figured out before we can say more about the ‘exact’ sales potential, but we know that the price of our product should stay within the price range of its two main competitors (170
– 800 kroner).
side 25

side 26

We will develop Cyberview to be a “state of the art running device” by integrating new technologies and combining them in new ways.
5) Surprising the user with relevant features they have not seen before (ability to connect and perhaps run with their friends in augmented reality).
This will mean that we need skilled experts to develop and test the prototype.
The development phase will run through several iterations, where the product’s characteristics, quality and integrity in relation to the original goal will be tested by the development team.
Simultaneously, we will test Cyberview in the target group to ensure relevance and ease of use.
It is our plan to develop the marketing strategy for
Cyberview as a part of the concept as well, since our competitors/ future buyers are very strong in the marketing area, and the strategy to get into this market will be more very important.
We will have 5 main focuses here:
1) An attractive, relevant and well functioning product.
2) Viral marketing, by producing a very catchy, impressive and fun video, aiming at everyone and not only the main target group.
3) Making videos for traditional marketing with stars: movie stars (for main target group), sport stars (for the professional runner)
4) Making the homepage and community very individual and socially targeted, giving the user a new positive and easy to use interface.
The production of Cyberview will be going through the following stages from the current concept until we reach our exit strategy.
• Contacting experts on Skinput technology.
• Contacting experts in building digital artifacts.
• Creating the web-site-prototype for Cyberview
• The concept is developed to the final prototype through many iterations and tests
• Business plan revised based on the final concept
• Tests of the final prototype on larger part of target group, using the Cyberview homepage as well.
• The product is modified and tested again
• Marketing strategy planning in detail.
• Exit strategy
• Contacting buyers until success, modifying the concept in each case.
• Making contract with buyers
• Exit
This could of course be defined in more detail, but for now, we believe, that this will give a picture of the development strategy.
Cyberview will be going through the following stages from the current concept to the Exit strategy.
Please see the Schedule
• Contacting experts on Skinput technology.
• Contacting experts in building digital artifacts.
• Creating the web-site-prototype for Cyberview
• The concept is developed to the final prototype through many iterations and tests
• Business plan revised based on the final concept
• Tests of the final prototype on larger part of target group, using the Cyberview homepage as well.
• The product is modified and tested again
• Marketing strategy planning in detail.
• Exit strategy
• Contacting buyers until success, modifying the concept in each case.
• Making contract with buyers
• Exit side 27

Cyberview will be going through the following stages from the current concept to the Exit strategy.
Please see the Schedule side 28
• Should be related to the above.

• List of costs and duration etcetera:
• How many employees, how long?
• How many experts how long?
• Will we work for free in the beginning?
• Rates of employing development engineers?
• Marketing?
• Material Cost / what materials?
• Revenue? How much, when?
• Other?
• Schedule of expenditure to what / pr. Quarter.
Cyperview is developed by a creative team of 4 persons with competences in IT development. They are graduate students in Digital Design and Communication at the IT-University.
Renée Korver Michan has extensive contacts in the product’s target group, which would enable the company to promote and distribute the product through these channels.
It also means that we as a team will be able to monitor the market closely, and be able to react to any factors whether positive or negative, that have a bearing on our product.
She also has programming and administrative experience, and will therefore be able to play a role in the development of the Cyberview website.
Mark is an architect and has competences in concept development, time planning and visual communication.
Steen:
Charlotte is a trained pianist and has competences that can be used in the strategy of the development of the music technology part of Cyberview. She also has experience as project manager, concerning the process of structuring the process, being the anchorperson and keeping deadlines.
We will have to draw on expertise from outside in a number of areas:
Developers for the technical prototype, concerning engineering and designing.
We already have a person that would like to assist us in the engineering aria.
We will need advice on marketing, artdirection, programming and law. side 29

Technological risks
Some of the technology we use in our product has not yet been fully developed, and is combined with current technologies in a new way.
There is a risk that we will not be successful in applying and implementing these technologies, but it is a known risk in the development of digital artifacts, as it constantly tries to move the threshold for State of the Art.
We will try to address these problems by knowing FAQ’s about the individual technologies in depth and recruiting experts on the technological development.
Financial risks
There is a risk, that we will have difficulties in financing the development, prototype production and sale of
Cyberview.
Please see our cooperation and exit strategies on p. xx.
It is our plan to involve venture capital in the prototype development.
We plan to diminish this risk as much as possible by working structured and focused on knowing our product and the market around the product in depth.
We will attract investors by presenting a credible, thorough, price right and a captivating product. And we will continuously provide a high disciplined, qualified and ever corrective work (stadigt korrigerende arbejdsindsats.).
GoToMarket risks
When looking at our product’s closest competitors
Nike+ and Adidas miCoach, it is a big challenge to get to the market.
Therefore, we initially chose a strategy to develop the product and then we can go 3 ways:
1) sell the product to Nike or Adidas, which in this case will take care of the marketing
2) sell the product to Reebook or Asus, they would have the opportunity to enter the pulse / gps-watch market, with an entirely new and competitive angle
3) market the product ourselves through advertising.
For example through the new ipod4 iad and through various forms of viral marketing, which have low cost. side 30

Under the development and building of Cyberview and until the final prototype the creative team will not receive any salary.
For building the prototype of Cyberview, we will recruit a development engineer. We estimate that he must be employed for about half a year, representing an expenditure of approx. kr. 250.000, -.
We will recruit a designer for developing Cyberview. We estimate that the designer must work around. 3 months
It is our plan to develop a marketing concept for the buyer of Cyberview.
We will be able to develop the marketing concept, but will also recruit a Marketing Expert for 2 weeks.
One week for an initial supervision on our own proposals and further development, then in a week later in the process for a further strengthening and streamlining the marketing concept. Cost?
We will be able to develop a prototype of Cyperviews website but can on the way we might need a programmer, an art director and a social website-geek. We will allot 2 months for this work. Cost?
We will hire a lawyer specializing in writing contracts in digital businesses. Cost and duration?
We will also need to use material for the development of prototypes: Cost:?
The above should include:
Organizational structure
Personnel numbers
Capital requirements table
Costs of goods table side 31

According to DGI website (www.dgi.dk) that 3 out of 4 runners are female.
We see a need to make running equipment focused to women:
- that is profoundly user friendly
- that is ideal for training
- that gives a greater experience
When looking at existing visual based running equipment, there is a profound distraction problem by having to look at your divice while running.
Cyberview will provide a visual based running equipment where you wont have be distracted when looking at your device because you are already wearing it.
Our appoach to take this product to the market it by using already existing players on the market for running equipmeng. By selling the concept to them, they can use their production apparatus and their brand will kickstart a brand new running experience
The user benefits from Cyberview running equipment by an even better training than with competitors products in an more user friendly way. CyberView combines technocracy and fashion, and this will differentiate
Cyberview from our competitors and makes it more appealing to women.
The techonology we use, SkinPut and MAOLED, are soon available in a pricerange on the market, that makes it possible to implement them in Cyberview for a fair price.
The mayor competitors in this context is
Nike+ (iTunes)
Adidas MyCoach
However, Cyberview differentiates profoundly by the visual comunication technology.
Cyberview will appeal to a new range of customers, and furthermore, take some of Nike+ and Adidas MyCoach customers.
side 32

The business alliances which complement other aspects of the business model.
Cyberview concept will be sold to an existing player on the market of running equipment, and throughout their brand, finances and production apparatus cyberview can be further developed, produced, launched and sold.
We call this:
“THE CHOSEN PLAYER”
The activities necessary to execute a company’s business model.
The products and services a business offers. Quoting Osterwalder (2004), a value proposition “is an overall view of .. products and services that together represent value for a specific customer segment. It describes the way a firm differentiates itself from its competitors and is the reason why customers buy from a certain firm and not from another.”
The resources that are necessary to create value for the customer.
Use financial power to develop and produce Cyberview, and organisatorical power to launch and sell Cyberview.
Glasses for the ultimate visual running expereince.
Training, Feedback, Relaxation,
Learning etc, all throughout a unique SKINput controlled
MAOLED implemented display.
Running equipment targeted to women.
The links a company establishes between itself and its different customer segments. The process of managing customer relationships is referred to as customer relationship management.
The means by which a company delivers products and services to customers. This includes the company’s marketing and distribution strategy.
Resuse of existing overall marketing and distribution stategy, however with a product adaption.
The target audience for a business’ products and services.
Women who has just started running
Men and woman age 18-60
The monetary consequences of the means employed in the business model.
A company’s DOC.
The way a company makes money through a variety of revenue flows.
A company’s income.
Business Model Canvas: Nine business model building blocks, Osterwalder, Pigneur, & al. 2010[1] side 33

side 34

When working on a project, especially with a large team, one easily looses sight of what should be done at what time. Without structuring the project in some way deadlines are often missed, or even worse: projects are never finished at all. There are many frameworks in existence which can be used to structure project work, and for this project the framework entitled Scrum was chosen. Scrum, which was developed in 1986 (http:// en.wikipedia.org/wiki/Scrum_(development)#Sprint_ backlog), “employs an iterative, incremental process skeleton on which hang all of its practices” (Scrum: skeleton and heart – text from compendium) and is, in software development terms, an ‘agile’ process (http://adtmag.
com/articles/2008/07/29/scrum-an-agile-developmentfavorite.aspx). Agile frameworks, as opposed to the more traditional ones, “emphasize individuals and interactions over processes, and working software over documentation” (http://adtmag.com/articles/2008/07/29/scrum-anagile-development-favorite.aspx). The iterative nature of the Scrum framework made it most suitable for the project, but since Scrum was created for software development projects, it needed to be adapted to better suit the projects’ needs.
When Scrum is used for a software development project, a product backlog is created, containing all the tasks that need to be completed in order to arrive at the final working product. The product backlog is then prioritized and split up into several sprint backlogs, containing tasks that need to be completed within several ‘sub-deadlines’.
Normally each of these sprints has a length of 30 days, but for this project this was not deemed feasible. After an overview of deadlines was created, it was estimated that sprints of 2 weeks would be more suitable for the project.
A project backlog was then created which would then be used to create sprint backlogs. Here another adaption was made. In a software development project, tasks can be and should be defined quite precisely. If, for example, an application requires a log in page, one of the tasks on the product backlog would probably be just that: “create log in page”. In a concept development project, however, tasks are often not that easily defined, as they often depend on the direction the concept takes the team. Tasks were therefore defined more generally, using an iterative process consisting of: an analyzing stage, through for example methods like SWOT and NABC -> a prototyping stage, where results of the analysis would be incorporated in the concept -> and a testing stage, where the prototype of the concept would be tested in the field. After the testing stage, the team would start the next sprint by analyzing the results of the tests from the previous sprint and so on. Creating stages in this manner gave us the structure of knowing when to do what, without being too restrictive. For the testing stage for example, the prototype would always be tested, but the team could determine what kind of test this should be, depending on what area of the concept would require investigating.
A third adaption was made in the team decision not to use the Scrum roles. Teams who use the Scrum process will assign roles to each of the individual team members.
The core roles of the Scrum process are:
Scrum Master – one person who basically functions as a
Project Manager
Product Owner – one person who represents the application that needs to be made, and helps prioritize and update the backlogs throughout the process
Team – all the team members who are responsible for executing the backlogs and creating the application
These roles are extremely useful in larger software development teams, where tasks are completed individually. side 35