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| - | <a href="https://2012e.igem.org/wiki/index.php?title=Team:Waterloo-E&action=edit">[Edit]</a> | + | <a href="https://2012e.igem.org/wiki/index.php?title=Team:Waterloo-E/Source-Data&action=edit">[Edit]</a> |
| - | <a href="/wiki/index.php?title=Team:Waterloo-E&action=history" style="margin-left:5px;">[History]</a> | + | <a href="/wiki/index.php?title=Team:Waterloo-E/Source-Data&action=history" style="margin-left:5px;">[History]</a> |
| - | <a href="/Special:MovePage/Team:Waterloo-E" style="margin-left:5px;">[Move]</a> | + | <a href="/Special:MovePage/Team:Waterloo-E/Source-Data" style="margin-left:5px;">[Move]</a> |
| - | <a href="/wiki/index.php?title=Talk:Team:Waterloo-E&action=edit" style="margin-left:5px;">[Discussion]</a> | + | <a href="/wiki/index.php?title=Talk:Team:Waterloo-E/Source-Data&action=edit" style="margin-left:5px;">[Discussion]</a> |
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| | <ul id="social" class="clearfix"> | | <ul id="social" class="clearfix"> |
| | <li class="twitter"><a href="https://twitter.com/WaterlooiGEMEnt">Twitter</a></li> | | <li class="twitter"><a href="https://twitter.com/WaterlooiGEMEnt">Twitter</a></li> |
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| | <nav id="primary-nav" role="navigation" class="clearfix"> | | <nav id="primary-nav" role="navigation" class="clearfix"> |
| | <ul class="nav sf-menu clearfix"> | | <ul class="nav sf-menu clearfix"> |
| - | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Executive-Summary"><strong>Exec Summary</strong><span>our writing</span></a></li> | + | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Executive-Summary"><strong>Exec Summary</strong><span>our pitch</span></a></li> |
| - | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/The-POS"><strong>The POS</strong><span>our writing</span></a></li> | + | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Analysis"><strong>Analysis</strong><span>our analysis</span></a></li> |
| - | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Business-Plan"><strong>Business Plan</strong><span>our business model</span></a></li> | + | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Business-Plan"><strong>Business Plan</strong><span>our platform</span></a></li> |
| - | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/About"><strong>About</strong><span>what we do</span></a></li> | + | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/About"><strong>About</strong><span>our team</span></a></li> |
| - | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Source-Data" ><strong>Source Data</strong><span>where it comes from</span></a></li> | + | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Source-Data" ><strong>Source Data</strong><span>references</span></a></li> |
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| | <div class="entry-content"> | | <div class="entry-content"> |
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| - | <h3>Problem</h3> | + | <h3>Return on Investment Model Citations and Bibliography</h3> |
| - | <p style="font-size: 14px;">Entrepreneurs are recognized as idea engineers. They are inventors of innovative change who bring forth a product or technology that has the prospect of making a measurable impact to a particular society. However, the stats have continually indicated that only a small margin of start-ups reap the reward of successful commercialization. Many entrepreneurs fall into the geek-in-the garage paradox, ideas are left behind in university labs and the prospect of success diminishes. Larry Laskey, who is a Ph.D partner at US venture Partners mentioned that scientists often get caught up in their excitement over the science, and they forget that the VC is focused on the business. This complex is prevalent across any industry. Entrepreneurs invest their time, personal savings and wealth on the notion that their product will be a profitable success. In context to synthetic biology, the level of novelty & complexity of the industry also places a challenge for synbio entrepreneurs. For years, there has been a considerable level of focus on the scientific feasibility of a technology versus its viability from a commercialization standpoint. Synthetic biologists have aimed to build and strengthen their knowledge of the tools and techniques required to create these optimal genetic machines and may not have the time or residual money to invest in services that would help to enhance their entrepreneurial mindset. However, there is an interest for synthetic biologists to learn more about entrepreneurship and independently launch a start-up. Given the newness of the field, tailored education and inexpensive consulting offerings in specificity to synthetic biology & biotechnology is limited. </p> | + | <p style="font-size: 14px;"> |
| - | <h3>Solution</h3> | + | Pappa, A. (2002, August 9). Effective ROI - A Guide for Decision Makers. Retrieved from Fujitsu.com: http://www.fujitsu.com/downloads/SOL/fai/retailing/roi_whitepaper.pdf |
| - | <p style="font-size: 14px;">The University of Waterloo Entrepreneurship Team is dedicated to bringing forth an innovative and novel idea. The idea is a non-profit, hybrid e-learning and virtual networking venture that provides synthetic biology stakeholders and entrepreneurs access to open-sourced tools, content and other opportunities that will assist in the development of successful and sustainable start-ups. </p> | + | <br/><br/> |
| - | <p style="font-size: 14px;">Our two main service offerings include: | + | Personal Finance Employee Education Foundation. (2010). Employer's Return-On-Investment (ROI) Model for Workplace Financial Education. Retrieved from Personal Finance Employee Education Foundation: http://www.pfeef.org/roi/ROI-2011.pdf |
| - | <br/> | + | <br/><br/> |
| - | <ol style="font-size: 14px;"> | + | Phillips, J. J. (2003). Return on investment in training and performance improvement programs (2nd ed.). Boston, MA: Butterworth-Heinemann. |
| - | <li>Access to best practice tools (ie. content and video) that allows synthetic biologists to attain customized guidelines to transition into the self-sufficient entrepreneur</li> | + | <br/><br/> |
| - | <li>A virtual directory that creates a pinpointed path for stakeholders wanting to connect on the basis of business advisory services, funding and assistance with regards to regulation and IP.</li> | + | The First Steps to Calculating Nonprofit ROI | CoreWeb. (n.d.). CoreWeb. Retrieved October 6, 2012, from http://www.coreweb.com/Strategy/ROIPartOne |
| - | </ol> | + | <br/><br/> |
| - | </p> | + | Risk Analysis & Contingency Planning |
| - | <h3>Opportunities</h3> | + | "Harvard and MIT Form Online-Education Venture." Harvard Magazine. N.p., 5 Feb. 2012. Web. Oct. 2012. <http://harvardmagazine.com/2012/05/harvard-mit-launch-edx-online-learning-venture>. |
| - | <p style="font-size: 14px;">Users will have the ability to: | + | <br/><br/> |
| - | <br/> | + | Klausner, Andrew. "The On-Going Importance Of Your Brand." Forbes. Forbes Magazine, 06 Sept. 2012. Web. Oct. 2012. <http://www.forbes.com/sites/advisor/2012/09/06/the-on-going-importance-of-your-brand/>. |
| - | <ol style="font-size: 14px;"> | + | <br/><br/> |
| - | <li>Access best practice examples contributed by other institutions to enhance their level of entrepreneurial thinking and develop a thorough understanding of the business development process</li>
| + | Miller, Hugo. "RIM's Surging Inventory Raises Prospect of Writedown." Bloomberg. Bloomberg, 29 May 2012. Web. 1 Oct. 2012. <http://www.bloomberg.com/news/2012-05-29/rim-writedown-risked-with-1-billion-inventory-corporate-canada.html>. |
| - | <li>Access to content that will assist them in translating their research so that its appealing to other stakeholders, especially VCs. </li>
| + | <br/><br/> |
| - | <li>Advice on presentation skills, when pitching an idea to other VCs</li> | + | "Statistics and Facts about the Charitable and Nonprofit Sector | Nonprofit Library Commons." Nonprofit Library. Imagine Canada, n.d. Web. Oct. 2012. <http://library.imaginecanada.ca/sector_research/statistics>. |
| - | <li>Understanding of scaling a business to ensure it solves a specific problem and meets target market needs </li> | + | <br/><br/> |
| - | <li>Creating a virtual collaborative space that connects synthetic biology entrepreneurs to other stakeholders that are relevant and important in the business development process. </li> | + | Winter, Caroline. "German Web Copycats Give Up on Fab Clone." Business Week. Bloomberg Businessweek, 12 June 2012. Web. <http://www.businessweek.com/articles/2012-06-12/german-web-copycats-give-up-on-fab-clone>.</p> |
| - | </ol> | + | <h3>Bibliography – Business Model</h3> |
| - | </p> | + | <p style="font-size: 14px;">Foster, William. "Ten Nonprofit Funding Models."Stanford Social Innovation Review . N.p., n.d. Web. 25 Oct 2012. |
| | + | <br/><br/> |
| | + | Nobel, Carmen. "How 'Hybrid' Nonprofits Can Stay on Mission." Working Knowledge. Harvard Business School, n.d. Web. 25 Oct 2012. <http://hbswk.hbs.edu/item/6795.html>. |
| | + | <br/><br/> |
| | + | "The Mozilla Foundation." The Mozilla Foundation . The Mozilla Foundation. Web. 25 Oct 2012. <http://www.mozilla.org/foundation/>. |
| | + | <br/><br/> |
| | + | Tauli , Tom. "Three Steps to a Sound Business Model." BloombergBusinessweek . BloombergBusinessweek, 27 2009. Web. 25 Oct 2012. <http://www.businessweek.com/smallbiz/content/feb2009/sb20090226_798877.htm>. |
| | + | <br/><br/> |
| | + | WADHWA, VIVEK . "What Exactly is a Business Model?." Tech Crunch. Tech Crunch , 8 2011. Web. 25 Oct 2012. <http://techcrunch.com/2011/01/08/business-models>. |
| | + | <br/><br/> |
| | + | Koenig, John. “How a Hypnosis can Help you Build a Better Future. ” Possibilities Hypnosis Center, 2012 <http://www.possibilities.nu/coaching4success.htm> |
| | + | <br/><br/> |
| | + | "Nonprofit Organizational Structure." Nonprofit Organizational Structure. N.p., n.d. Web. 22 Oct. 2012. <http://org.enom.com/nonprofit-organizational-structure-444.html>. |
| | + | <br/><br/> |
| | + | "Hurwit & Associates." Nonprofit Structure, Nonprofit Organizational Structure. N.p., n.d. Web. 22 Oct. 2012. <http://www.hurwitassociates.com/l_charts_traditional.php>. |
| | + | <br/><br/> |
| | + | A Guide to Starting and Running a Nonprofit Organizations. N.p.: BizFilings, n.d. PDF. |
| | + | <h3>Sustainability & Continuity</h3> |
| | + | <p style="font-size: 14px;">http://visual.ly/why-startups-fail |
| | + | <br/><br/> |
| | + | http://jasonlbaptiste.com/startups/distribution-distribution-distribution/ |
| | + | <br/><br/> |
| | + | http://www.benedict.com/Digital/Web/WebProtect.aspx |
| | + | <br/><br/> |
| | + | http://online.wsj.com/article/SB10001424052970203917304574414423182624140.html |
| | + | <br/><br/> |
| | + | http://www.bio.davidson.edu/courses/synthetic/papers/Eco_synthetic.pdf |
| | + | <br/><br/> |
| | + | http://www.technologyreview.com/news/424338/whats-the-future-of-synthetic-biology/ |
| | + | <br/><br/> |
| | + | http://www.fastcompany.com/3000760/tom-knight-godfather-synthetic-biology-how-learn-something-new</p> |
| | + | <h3>Risks</h3> |
| | + | <p style="font-size: 14px;"> |
| | + | http://www.businesswire.com/news/home/20110113005670/en/Tata-Coffee-Starbucks-Sign-MoU-Strategic-Alliance |
| | + | <br/><br/> |
| | + | http://www.thehindu.com/business/companies/starbucks-to-open-first-outlet-in-mumbai-in-october/article3945405.ece</p> |
| | + | <h3>Competition</h3> |
| | + | <p style="font-size:14px;"> |
| | + | Physical Therapy Software - PT Practice Pro Competitive Matrix . (n.d.). Physical Therapy Practice Management Software PT Practice Pro . Retrieved from http://www.ptpracticepro.com/web/SoftwareBuyerGuide/SoftwareComparison.aspx |
| | + | <br/><br/> |
| | + | Alter, C. (n.d.). Using the Competitive Matrix Analysis for Growth | Finance > Business Planning from AllBusiness.com. Small Business Advice | Business News & Articles | AllBusiness.com. Retrieved from http://www.allbusiness.com/company-activities-management/sales-selling/14258356-1.html#axzz2AXIjD0w4 |
| | + | <br/><br/> |
| | + | Competitive Matrix Definition | Small Business Encyclopedia | Entrepreneur.com. (n.d.). Business News & Strategy For Entrepreneurs | Entrepreneur.com. Retrieved September 3rd, 2012, from http://www.entrepreneur.com/encyclopedia/term/82084.html</p> |
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| | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E">Home</a></li> | | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E">Home</a></li> |
| | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Executive-Summary">Executive Summary</a></li> | | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Executive-Summary">Executive Summary</a></li> |
| - | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/The-POS">The POS</a></li> | + | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Analysis">Analysis</a></li> |
| | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Business-Plan">Business Plan</a></li> | | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/Business-Plan">Business Plan</a></li> |
| | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/About">About</a></li> | | <li><a href="https://2012e.igem.org/wiki/index.php/Team:Waterloo-E/About">About</a></li> |
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