Assessment Item 2: Product/process Business Pitch

In groups, students will design and prototype a solution to one of the ‘problems worth solving’ identified in the first assignment. This development process will culminate in a five minute pitch to industry experts in week 8. During the pitch, students will outline the business problem and then explain the chosen (prototyped) solution. The pitch will be supported by a digital presentation, which must include: scope of the problem, how the solution addresses the problem, a walkthrough of the solution, details of technical and resource aspects of implementation, a description of each individual contribution to the team.

Each individual within the group will submit a detailed report on their own contribution to the pitch preparation, which describes the part they played in the development process and outcomes. In addition, the report must articulate their understanding of the problem-solving process, drawing on theories of digital innovation.

Word Length: 5-minute group presentation, 1800 word individual report (excluding references)

Due Date: Group presentation: in-class (Week 8), Individual report: Friday September 27, 5:00pm (Week 9)

Development process (need to be clear so all our individual reports reflect the same thinking)
⦁ Design thinking methodologies
⦁ Agile methods
⦁ Customer centred design (user friendly)

Remember: to draw on innovative thinking and processes

Need to create key deliverable tasks to the website to be completed
Business: Middle harbour yacht club

⦁ Members/general public are having to call for help
⦁ Bookings are getting lost/double booked
⦁ Online presence is very minimal in comparison to competitors/ losing business because of this (not visible on google search or social media
⦁ Forms have to be downloaded from the current website and then scanned and emailed
⦁ Not compatible on mobile devices
⦁ Information is stagnant- not updated

PROBLEM: Customers aren’t able to find information quickly and effectively about the organisation online

Our issue is: Lack of Digital engagement
Our solution is: Increasing our Digital engagement capabilities

What is the quickest way to find information out about a business? WEBSITE

Potential Solution: for website redesign
⦁ A redesign of the website/UX focused design – compatibility with mobile and back end of the website to ensure no double booking
⦁ Potentially a chat box at the bottom of the website to allow users to ask for help (if they are still having issues)
⦁ Integration of social media
⦁ Online forms to be integrated into the website so users can submit forms without having to print them off

Team roles
Project Manager – Milly
Presenting – Emily and Amelia
Research Areas: Tiffany and Fangweng – Research to be done by Wednesday 4th September
Innovative website ideas: Milly
⦁ Needs for the powerpoint
⦁ Introduction to presenters
⦁ Your unique value proposition
⦁ Overview of problem & who it affects

⦁ Your solution
⦁ Why is this an opportunity? – improve customer satisfaction, improve communications between staff/customers/digital, increase digital presence → more customers, gain more traffic on online platforms.
⦁ Market strategy (addressable market, market side, strategy and who your early adopters are)
⦁ Overview of revenue stream (including pricing details, timeframes etc)
⦁ Competitor analysis
⦁ Overview of your team (names, roles, skillsets, relevant work history etc)
⦁ Milly – Project Manager
⦁ Emily
⦁ Maddie – Developer?
⦁ Amelia
⦁ Tiffany – Research Strategist
⦁ Fangwen – Research Strategist
⦁ What you have done so far
⦁ What you will do next
⦁ What you need (skills, funding, customers etc)
⦁ What you want the investors to do (expertise, connections, cash)
⦁ Thanks
Powerpoint – Emily and Amelia
Prototype – Maddi?

Steps we need to take:
⦁ Identify the problem we are aiming to solve
⦁ Research innovative strategies
⦁ User research
⦁ Problem definition
⦁ Ideation
⦁ Prototyping
⦁ Testing
⦁ Developing our resolved MVP (minimum viable product)

Executive summary for report
⦁ We chose this company
⦁ We found this issue
⦁ We propose these solutions
⦁ How we develop these solutions

Middle Harbour Yacht Club lies on the shores of The Spit, some 7 kilometres North of Sydney’s CBD.
With a membership of 1500, we are one of Australia’s premier yacht clubs, and recognised as a national leader in sail training and associated education programs.
At the highest level of competition in our sport, our members and their boats have continued a tradition of excellence winning all of Australia’s top events and bringing home many international honours.
Our Facilities Include:
o A Central Lounge Bar and Balcony overlooking Middle Harbour
o Harbourview Bar & Bistro serving value for money meals in a worldclass location
o The beachside Sandbar & Cafe
o An Executive Board Room perfect for meetings up to 12 people
o Function Rooms For Corporate or Private Functions
Our Tenants Include:
o Yacht Sales Australia (if you are wanting to buy or sell a boat)
o Boatie Afloat (servicing of PFD and other safety items)
o Flying Fish Sailing Academy
o Pacific Rigging
o Home to the Australian Sailing Team
And Sailing activities from Learn to Sail, Cruising, Inshore and Offshore competition

Strategies on social media:
The current social media through their website:
lack of interaction and enjoyment, looks old and too classic.
The facebook page need to be improved by the staff, could put some events on it and attract people’s attention and create an group chat for the membership of MHYC.
The photos on Instagram is too old and low quality for the current situation, the contents and the hashtag need to be advanced, and do some advertising on Instagram cause Instagram is very hot currently for the young people.

Middle Harbour Yacht Club lies on the shores of The Spit, some 7 kilometres North of Sydney’s CBD.

With a membership of 1500, we are one of Australia’s largest yacht clubs, and recognised as a national leader in sail training and associated education programs.

At the highest level of competition in our sport, our members and their boats have continued a tradition of excellence winning all of Australia’s top events and bringing home many international honours.

Overview of revenue team
Membership prices for the 2019-2020 Season are as follows:
Category Joining
Fee Annual
Subscription Total
Full $100.00 $799.00 $899.00
Obligatory for boat owners
Spouse NIL $220.00 $220.00
Spouse/partner of Full or Sailing Members
Sailing $50.00 $342.00 $392.00
Sailing members 30 yrs +
Sailing under 30 $50.00 $220.00 $270.00
18 to 30 years only
Youth NIL $99.00 $99.00
To 18 years only, not eligible for parking facilities
Social $50 $135.00 $185.00
Non Sailing members
Associate NIL $220.00 $220.00
Resides outside the County of Cumberland

Casual Berthing Information
From time to time temporary berthing may be available for visiting yachts and vessels. Casual Berths are considered as the Marina T-Heads & Vacant Berths or Moorings. All fees include GST.
Casual Marina Rates, per day:
Boat LOA Club Member Non Member
Up to 35 feet / 11mtr $50.00 $65.00
36 feet – 45 feet / 14 mtr $60.00 $75.00
46 feet – 55 feet / 17mtr $75.00 $90.00

* Block Entry includes race entry fee exemption for all MHYC Feature Events
OCEAN SERIES (CAT 4 OS) Race Days Casual Casual (online) Series MemberSeries
Ocean Series Pointscore
6 Races 6 $50.00 $47.50 $285.00 $215.00
INSHORE SERIES (CAT 7) Race Days Casual Casual (online) Series Member Series
Inshore Annual Pointscore Block Entry *
23 Races (Inc. Spr./Sum./Sprints/PHS/IRC) 19 $50.00 $47.50 $902.50 $630.00
Inshore IRC Annual Pointscore Block Entry *
16 Races (Inc. Spr./Sum./Sprints/IRC) 12 $50.00 $47.50 $570.00 $400.00
Inshore Spring Pointscore
11 Races (Inc. Spr./Sum./Sprints/PHS/IRC) 9 $50.00 $47.50 $427.50 $320.00
Inshore IRC Spring Pointscore
8 Races (Inc. Spr./Sum./Sprints/PHS/IRC) 6 $50.00 $47.50 $285.00 $215.00
Inshore Summer Pointscore
12 Races (Inc. Spr./Sum./Sprints/PHS/IRC) 10 $50.00 $47.50 $475.00 $355.00
Inshore IRC Summer Pointscore
8 Races (Inc. Spr./Sum./Sprints/PHS/IRC) 6 $50.00 $47.50 $285.00 $215.00
Inshore Sprint Races
8 Races (PHS/IRC) 4 $50.00 $47.50 $190.00 $145.00
ADAMS 10 SERIES (CAT 7) Race Days Casual Casual (online) Series Member Series
Adams 10 Annual Pointscore Block Entry *
22 Races (Includes Sprints) 18 $50.00 $47.50 $855.00 $600.00
Adams 10 Spring Pointscore
12 Races 10 $50.00 $47.50 $475.00 $355.00
Adams 10 Summer Pointscore
10 Races 8 $50.00 $47.50 $380.00 $285.00
Adams 10 Sprint Races
8 Races 4 $50.00 $47.50 $190.00 $145.00
SATURDAY SOCIAL SAILORS (CAT 7) Race Days Casual Casual (online) Series Member Series
Saturday Social Sailors Block Entry *
16 Races 16 $35.00 $30.00 $480.00 $335.00
Saturday Social Sailors Spring Series
8 Races 8 $35.00 $30.00 $240.00 $180.00
Saturday Social Sailors Summer Series
8 Races 8 $35.00 $30.00 $240.00 $180.00
WINTER SERIES (CAT 7) Race Days Casual Casual (online) Series Member Series
Winter Series Block Entry *
16 Races – Inc. Sprints, Pursuit & Leading Edge 12 $50.00 $47.50 $570.00 $400.00
Saturday Social Sailors Winter Series
8 Races – Inc. Winter Pursuit & Leading Edge 8 $35.00 $30.00 $240.00 $180.00
Winter Sprint Series
8 Races 4 $50.00 $47.50 $190.00 $145.00
Winter Pursuit Series
4 Races 4 $50.00 $47.50 $190.00 $145.00
Leading Edge Series
4 Races 4 $50.00 $47.50 $190.00 $145.00
WEDNESDAY SERIES (CAT 7) Race Days Casual Casual (online) Series Member Series
Wednesday Series Block Entry *
Includes Series 1, 2, 3 & 4 50 $50.00 $47.50 $2,375.00 $1,665.00
Wednesday Series 1 12 $50.00 $47.50 $570.00 $430.00
Wednesday Series 2 13 $50.00 $47.50 $617.50 $465.00
Wednesday Series 3 13 $50.00 $47.50 $617.50 $465.00
Wednesday Series 4 12 $50.00 $47.50 $570.00 $430.00
THURSDAY TWILIGHT SERIES (CAT 7) Race Days Casual Casual (online) Series Member Series
Thursday Twilight Series Block Entry *
Includes Pre- and Post- Christmas Series 25 $50.00 $47.50 $1,187 $830
Thursday Twilight Series Pre Christmas 11 $50.00 $47.50 $522.50 $392
Thursday Twilight Series Post Christmas 14 $50.00 $47.50 $665.00 $499
FEATURE EVENT SERIES (CAT 7) Race Days Casual Casual (online) Series Member Series
Feature Events Series
Includes all Feature Races 9 $50.00 $47.50 $427.50 $300.00
Commodores ‘Front Up’ Cup 1 $50.00 $47.50 – –
Sydney Harbour Trek 1 $50.00 $47.50 – –
7 Islands Race (#) 1 $50.00 $47.50 – –
Christmas Cup / Veterans Cup 1 $50.00 $47.50 – –
January Cup / 2 Handed Cup 1 $50.00 $47.50 – –
Chaos Cup & Bedlam Point Cup (#) 1 $50.00 $47.50 – –
ANZAC Day ‘Two Up’ Cup (#) 1 $50.00 $47.50 – –
Welcome to Winter 1 $50.00 $47.50 – –
Christmas in July 1 $50.00 $47.50 – –
Jeanneau Cup Series
Includes 3 selected Races (#) 3 $50.00 $47.50 $142.50 $115
SAILING 10 PASS Race Days Casual Casual (online) Series Mem. Series
Any Casual Race in Any Series
Pre-Paid – 10 Races with 10% discount 10 $50.00 $47.50 $475.00 $430.00

Financial results 2018-2019

The operating profit before depreciation and interest expense was $521,003 down $123,052 when compared with last year. Overall revenue was down 1.6% to $3,978,643 and operating costs increased by 1.7% to $3,457,640 being above our budget expectations. The increased costs arose from major repairs to the upper deck, increased electricity costs and lower gross margins from the Harbourview Bistro and Bar and Functions principally due to a higher labour expense ratio. This was a disappointing result considering the amount of time and energy both management and the various committee members spent on reducing costs.
Interest expense on the debenture debt was $260,189 down $51,482 compared with last year reflecting debt reduction and lower interest rates. The non-cash charge for depreciation was also down to $512,646 compared with $663,571 last year, mainly due to the review of useful life of the marina and leasehold building assets.
Overall, the financial result was a reported loss of $253,271 compared with a loss of $341,012 the previous year. Operating cash flow was positive at $153,390 compared to $422,193 the previous year.
Debenture debt was reduced by $100,000 to $4,527,500 and the prepaid liability for long term marina licences was also reduced by $177,978 to $681,894 reflecting $253,524 amortised/released to marina revenue for the year offset by new long term marina licence fees received of $75,546. The combined debenture debt and marina licence liability was $5,209,394 down $277,978 compared with the balance at the end of last year.
In considering the fair value of the Club’s main non-current assets the marina and leasehold buildings, the directors updated the valuation of these assets, last completed in 2014. The result was an increase in the value of the marina and moorings and leasehold premises including the clubhouse to $11,750,000 compared with $8,014,602 being the depreciated value of these assets at the close of last year. The valuation method applied was similar to the method applied by an independent valuer employed by the Club in assessing the fair value in 2013.
The net Assets of the Club at year end was $6,713,299 (2018: $2,783,153).

Competitor Northbridge Sailing Club

Northbridge sailing club locates on the protected waters of Sydney Middle Harbour, Northbridge Sailing Club is an important part of the lifestyle for many local families. Children learn to sail in calm water away from the busyness of the main harbour and dinghy sailors of all ages enjoy the competition of regular club sailing.
Members range from laid back to the highly competitive. Ages from 5 to 75. The club races a number of dinghy classes and members compete at all levels. Being a local club means the social aspects of membership are particularly important. Children and teenagers particularly revel in the freedom of the informal club environment where they can hang out with friends. Parents like the fact it is a healthy outdoor environment away from computers and television.

Website: Navigation: their site navigation makes it easier and faster for visitors to find the page and information they are looking for.This prominent design is much easier for visitors to access the information, rather than search the information in so complex navigations.

The three main functions of the website: sailing class, boats sale and calendar. Quick access navigation

Detailed class introductions make easier for the visitors to find appropriate classes.

Innovative website design ideas: (Milly)
⦁ ‘Website design quality and usage behavior: Unified Theory of Acceptance and Use of Technology’ Kholoud Al-Qeisi a, ⁎, Charles Dennis b , Eleftherios Alamanos b , Chanaka Jayawardhena c
⦁ Experienced website users may form more positive perceptions of effort expectancy, performance expectancy, and website quality
⦁ The elements of website design quality dimensions that respondents highly rated are the ease of navigation, access, and loading time (technical quality); content usefulness, competence, clarity, and accuracy (general content quality); and attractiveness, organization, and readability (appearance quality).
⦁ ‘Innovative E-Commerce Site Design: A Conceptual Model to Match Consumer MBTI Dimensions to Website Design’ David Cunningham , Liz Thach & Karen Thompson
⦁ The Internet can appeal to customers through text, color, navigation, music, video, and other interactive elements.
⦁ each refers to the number of people and products that are reachable quickly and cheaply in virtual markets, while richness refers to the depth and detail of information that can be offered between market participants.
⦁ Websites often become their own biggest enemies when they have too much content that cannot be easily retrieved.
⦁ Therefore, website designers creating websites targeted at mass audiences need to incorporate all of the different preferences in their design
⦁ ‘Innovative Design Thinking Process with TRIZ’ Kyeongwon Lee
⦁ The design thinking process first defines human-centered problem carefully and then, implements the solutions, always with the needs of the user demographic at the core of concept development
⦁ The design thinking process at of Stanford University is most popular in the world. It consists of these 5 steps

Developing Digital content methods (Milly)
⦁ Method 1: Waterfall/cascading
⦁ Moves from one aspect of production to the other
⦁ Clear deliverables and hitting them at certain times
⦁ Larger scale projects
⦁ Method 2: Agile
⦁ Faster method
⦁ Focuses on user needs, design scenarios and stories
⦁ Focus on value proposition/problem solver
⦁ Prototype out quicker
⦁ Method 3: Lean
⦁ Stripes aigle back even further
⦁ Build, measure and learn
⦁ Reach the make quickly
⦁ Unique VP + rapid prototype
⦁ They use the minimum viable product (MVP) can be tested very quickly to see if people are even interesting before production

The business model canvas → the lean model canvas
Customer Centric Design thinking
Customer centric design research
Refining Design for Business: using analytics, marketing and technology to inform customer-centric design
Chapter 1:
– As a company’s online presence plays an increasingly vital role in everything from marketing and customer outreach to sales and delivery, website design has emerged as a powerful and important aspect of any business.
– Businesses need an effective framework for web design that will help them keep a finger on the pulse of their customers, experiment with evolving business models, and innovate, drawing on the core set of interdisciplinary skills with their companies
– They must marry the art of creating designs that meet customers’ needs effectively, with the science of business, objectively evaluating those designs suing data and experimental techniques.
Customer-Centric Design
– It is crucial for online businesses to determine which designs customers will use and find engaging, and which ones will drive them away. The single most imrpotant principle companies must observe here is to develop designs that will satisfy both the goals of the business and those of their customers.
– This can be difficult: customers’ goals – such as finding a product or service they need, gathering information, supporting a cause, or simply seeking entertainment – are often different from a business’s main goal, which is, typically, to make money, through direct sales, reservations, account creations, the collection of information.
– It is all too easy for a business to focus on its main goal and lose sight of its customers’ goals.
– The most accurate way to determine this is to text multiple versions of a design against one another in a controlled experiment
– Any element of a design can be tested, including layout, products, services, features, functionality, messaging, short headlines, copy, prices, flows between pages, colours and many others
– E.g. a businessperson thinks deigning a new version of their company’s homepage will increase sales
o They will first gather and analyse qualitative and quantitative data to understand what their customers are trying to accomplish, and where they may be struggling.
o They may interview individual customers, or watch them interact with the site’ they may look at data showing how most customers arrived at the homepage, what they then clicked on, where they may have abandoned the sire, and what they did or didn’t buy. (AB Testing)
The core principles of the methodology are:
– Starting from a helpful and customer-centric point of view
– Making use of both qualitative and quantitative customer research
– Regularly realigning the business’s goals with those of the customers
– Experimenting with products and services by testing designs.
Businesses, and designs, exist to help customers
– The important of starting from a foundation of helpfulness cannot be overstated. Before a successful business can exist, a customer for that company must exist. Customers are goal-orientated: they want to be able to do something they currently can’t do, or accomplish something more easily than they currently can.
– Businesses help customers accomplish their goals, or fulfil their unment needs, by building products or services that customers use. It is important to recognise that, although interactive designs are sometimes – incorrectly- regarded as holding purely aesthetically value, they are in fact products or services that customers use when they are looking for help from businesses online.
Qualitatively and quantitatively understanding customer goals
– Carefully studying customers can reveal a wealth of information about their unmet needs.
– Quantitative customer research is a highly effective means of finding out what customers do on a website, where they go, and where they may be struggling to achieve their goals.
– Online analytics systems can track information across every customer sessions, including entry points, clicks, page views, paths, searches, time spent on site, and purchases.
– They also allow analysts to examine the data in aggregate or at the individual customer level.
– Analytics systems have their limitations. If a business isn’t providing a product or service that helps its customers, there’s no quantitative financial or analytics report that will explain what the business should be building instead.
– Qualitative inquiry such as observational customer research, can reveal why customers come to a business for hhelp with a specific problem in the first place, and why they may be struggling with certain sectiosn of a site.
Continually realigning business and customer goals
– As noted, a key part of the challenge of building a business online is first gaining an understanding of an obstacle that customers face, and then figuring out how to build a product or service to help them overcome that obstacle, while also satisfying the business’s goal of making monkey
– This is difficult, as business and customer goal alignment is always in flux and misalignment is common. The most basic error businesses make is building something customers don’t want, or more often, continuing to build a product, or to provide a service, customers used to want but no longer do.
– Businesses that fail to make it easy and convenient for customers to achieve their goals open up a competitive weakness that can be exploited by another company. In a world where businesses are racing to provide customers with ever more convenient experiences, at lower costs, only the most customer-centric businesses survive.

Experimenting with new products and services
– The only reliable way to determine whether a product or service is helpful is to see how customers respond to it under real market conditions.
– Businesses can build all the financial projections and conduct all the customer research they want, but there is no substitute for testing ideas in the open marketplace.
Companies with an online presence have an advantage over traditional brick-and-mortar businesses that their customers interact with them virtually, and they can therefore change aspects of their business models more quickly.

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