SmarkIt Value Story

It's a cold Saturday afternoon in December in Boston. Jane Doe, single mother of a teenage daughter and six year old son, decided to get some last-minute holiday shopping done. Jane's daughter is at cheerleading practice and there is nobody around to watch her son.

Jane decided she would head over to Newbury Street first. Knowing that parking is usually a nightmare in Boston, particularly the Newbury Street area on a weekend day around the holidays, Jane reached for her iPhone and opened the SmarkIt app. Luckily for Jane, Newbury Street is one of the pilot areas for SmarkIt's smart parking meters. In other words, the parking meters on Newbury Street are wirelessly connected to SmarkIt's servers and allow for advanced reservations at a small premium. Because these meters are tied into SmarkIt's servers, Jane can also see which spots are open and determine when any spots will become open.

To Jane's dismay, she discovered that all spots on Newbury Street were taken. However, she noticed that one of the spots right by her daughter's favorite clothing store was available for reservation in 45 minutes. Seeing that Jane was in no particular rush and lived 30 minutes from Newbury Street, she decided to pay the small premium and reserve her spot. Jane arrived five minutes into her reservation and her spot was waiting for her. Instead of having to walk a few blocks in the cold with her six year old son, she only had to walk less than a block.

Of course the store was packed and the lines were long. Jane underestimated the time she would need in this store and only reserved her spot for 30 minutes. With only five minutes remaining, SmarkIt sent Jane a notification with an option to extend her reservation. Luckily for her, nobody had reserved the spot and she was able to add 15 minutes to her reservation while waiting in line to check out. For only a few extra dollars, Jane was able to find and reserve a parking spot, avoid a far walk in in the cold weather with her young child, and extend her reservation to avoid getting a parking ticket.

SmarkIt's Market Sizing Approach

My team faced a unique challenge in determining our market size. We debated, on more than one occasion, whether we should be determining the market size of the end users (those who would download our application and use it to find parking) or whether we should determine the market size of available parking spots to implement our technology.

Originally, we were focusing our wedge-in on the city of Boston. In that case, we knew there are approximately 7,300 metered parking spots. We were focusing our initial efforts on determining the market size of end users in this case. However, after a few deliberations, we pivoted and shifted our focus to cities that fit a particular description. In this case, we also shifted our market sizing focus to the municipalities that fit our criteria (cities on the east coast with a population between 100,000 and 750,000 that have metered on-street parking). We will also need to of course do some estimates on an end user market but this will be municipality-specific.

All of that being said, our market sizing approach weighs heavily on a combination of demand and targeted selection of winnable market opportunities. The competition will also of course come into play when municipalities decide whether to implement our technology or choose a different method of upgrading existing metered parking. Of course, residents of cities who do not own cars (think students and young professionals that use public transportation) would not be included, but just about anyone else who has a reason to drive into one of our targeted municipalities would be included in our market size.

The true demand of our product is based on the usage rates of the metered parking spots. Cities without a true "parking problem" will not truly have a demand for our product. On the other hand, cities like Boston would present great demand for SmarkIt.

I should let it be known that our market sizing is based on our initial target market. If steady growth and successful implementations are achieved, then there is no reason to not branch out to all cities with metered parking and a true "parking problem".  

Can a Company Survive on Inbound Marketing?

You may likely already know my stance on this from the numerous comments I have made on inbound marketing during Saturday classes and my comments on the HubSport discussion board. While I think it is necessary for a company to implement inbound marketing, I find it difficult for a company to thrive on inbound marketing alone. Notice I said "thrive" and not "survive". 

In my opinion, inbound marketing is great for lean startup. Even for those not adept with social media or blogging, it is fairly easy to setup a Facebook and Twitter account and there are plenty of articles and tutorials on how to effectively use these kinds of tools for marketing purposes. Of course, things like Search Engine Optimization (SEO) likely require a hired consultant and will present a decent upfront cost. Maintaining a social media presence and blogging however should not require much more than a part-time college student. It blows my mind to see companies paying upwards of $75,000 a year to hire someone to manage social media. 

Some mature companies can scale back on outbound and rely more on inbound marketing, but that is due mostly in part to their reputation. Apple is a good example. While they still spend a considerable amount on outbound marketing, Apple has the benefit of an army of unpaid sales staff who dedicate their free times to blogging about Apple's products. Without Apple's reputation however, I would bet they focused more on an outbound strategy. 

One issue I see with inbound marketing is the reliance on people actually looking for your product. The absence of outbound marketing significantly reduces the market size because one can no longer reach those not specifically looking for their product. Losing this customer base results in a loss of impulse purchases that occur due to a successful outbound campaign.

Why Big Companies Can't Innovate

Before I add some commentary on big companies in general, I would like to provide a little discussion on Gerber. I do not think it is the size of Gerber that prevented it from successfully innovating. There are plenty of massive companies who are the on the forefront of innovation (see Google and Apple). I think it is more of the public perception of a company that can stifle its ability to innovate. Gerber has become a proprietary eponym for baby food (similar to Kleenex for tissue). The brand name "Gerber" is so entrenched in consumers' minds with being baby food that penetrating the adult food industry seemed unfeasible. Gerber tried to be innovative, but their own reputation prevented their attempts. Perhaps they should go back to the drawing board.

That being said, I think large companies in general do struggle to innovate. The problem, in my opinion, is that they have a "maintaining the status quo" mindset. A company has been doing things one way for years and it has been very successful and gotten a lot of people rich. They are used to working in a world of certainty. Being innovative would put them in a world of uncertainty. For executives who are feeling the pressure of meeting the demands of board members (and in many cases stockholders), entering a world of uncertainty is certainly not easy or comfortable. These companies that struggle to leave the "maintaining the status quo" mindset will never become ambidextrous in that they will only be able to build on the past and not create the future.

I am not making an excuse for big companies, but rather pointing to a common flaw. The size of a company does not prevent a company from being able to innovate. However, it does potentially make it more difficult. In order for a company to reach proprietary eponym status or get into the status quo mindset, the company must be a certain degree of large. However, this is a classic case of correlation not implying causation!

Smart Parking Grid Persona Pain/Gain

Following up on my earlier post related to the pains and gains the end user may face using the Smart Parking Grid Application, here is an actual persona pain/gain map.

What does a bad day look like?
A bad day could consist of a few different scenarios. For a businessperson, a bad day could start with being late to a meeting due to being unable to find a parking spot nearby. For a vacationer, it could be a woman looking to go shopping on a rainy day and unable to find a spot near the shops. In both cases, neither may even have any spare change in their rental cars to pay the meter!

What are they afraid of?
I think both the businessperson and the vacationer are afraid of not knowing their way around a new city. Parking is only one part of the picture. It may be difficult enough to find a destination, imagine not being able to find parking as well. Now imagine you find that parking spot but it is a few blocks over and it is snowing or raining and you need to find your way back to your destination?

What keeps them awake at night?
I am going to skip over the vacationer for this since there shouldn't be much causing that kind of stress while on vacation. For the businessperson, they could be stressed out trying to meet deadlines, preparing for a big presentation, or stressed over a heavy workload.

What are they responsible for?
The businessperson could be responsible for a number things while on the road. They could be there to convert a sale, or to maintain a customer relationship, or just to attend an important meeting. The vacationer is likely only responsible for ensuring their family is enjoying themselves.

What obstacles stand in their way?
Both face the same obstacles: traffic, lack of familiarity with the area, parking issues, and the weather.

What do these people want and aspire to?
The businessperson likely wants this to be as efficient and smooth as possible. Contrary to popular belief, business travel is not all fun and games. It can be a very stressful experience. The vacationer just wants to enjoy themselves without having to deal with the stress they face at home. If they live in a city, they already spend enough of their lives dealing with the typical city problem.

How does these people measure success?
The businessperson measures success by how trip went. Do they make the sale? Did they lock up an account? Did they get a good deal? The vacationer measures success by the level of enjoyment they experience during the vacation.

What can we offer these people?
Peace of mind. More enjoyable experiences navigating the city. One less thing to worry about. The Smart Parking Grid Application allows each to find and reserve a metered parking spot and pay using a direct debit from a bank account using their mobile devices.

Smart Parking Grid Pain/Gain Map

My elevator pitch was based off on idea I conceived over a year ago that I had never followed through with (mostly due to time restraints). Luckily a few classmates found it interesting enough to latch on and I am able to actually pursue the idea as a school project for now. My elevator pitch is as follows:

"For residents of Boston, who park downtown, have trouble finding metered parking spots, and frequently find themselves without change, the Smart Parking Grid is an infrastructure change to the city of Boston along with a mobile application that alerts residents where open parking spots are and allows them to pay meters with credit cards or bank accounts through their mobile phones instead of change. Unlike residents who live in cities with traditional, change-only parking meters, residents of Boston will experience an improved quality of life in that they will be able to easier find parking spots in the city and enjoy the convenience of paying with their mobile phones."

Before beginning my Pain/Gain Map, I discussed the potential customer segments with my group. We agreed on the following: college students who live in and around the city, employees who work in the city, the errand-running parent, parking enforcers, and out of towners (vacationers and traveling business people). Since I frequently find myself an "out of towner" in many other cities due to my work travel, I volunteered to tackle the out of towner customer segment.

To keep this post to a reasonable length for my audience, I decided to skip over the pre- and post-service periods and focus strictly on the service period. I will preface this by stating that these are travelers who are renting a car, whether for business or pleasure. For simplicity, I broke out the few pains and gains in bullet form below:

Pain

• User's phone dies. In this case, the application would be useless and the person's meter may expire.
• User does not have mobile reception. Again, many features of the application would be useless as it is web-based. One feature that would still work is the timing feature that alerts the user when the meter will expire.
• User is in a meeting or busy while alerts are being sent. This could annoy the user or cause stress knowing their spot will expire.
• Users shows up to spot only to find their spot illegally being used by someone else. Perhaps a "Report Illegal Parking" function could be built in.

Gain

• User can reserve a spot near their destination and pay with the click of a button on their phone. This saves considerable time for travelers who are usually short on time.
• Users do not have to worry about not having change for meters in their rental cars. When out of town and renting a car, most never have change handy.
• Users will have a more positive experience during their trips to Boston. Dealing with the parking situation in a major city such as Boston diminishes the enjoyment of the visit for many.

Some Observations From The A3 Report

After reading the short article titled, "Toyota's Secret: The A3 Report" the first thing I considered for this week's blog post was filling out my own A3 report for a problem I face at work. Then I thought for a second and realized most people in the class likely had the same idea. Instead I decided to provide some interesting observations I made while reading the article.

First observation i wanted to share was that the A3 Report is an iterative process similar to the lean startup method, with different steps of course. We'll see where the direction of this class goes over the next few weeks but it is becoming apparent that entrepreneurship is certainly an iterative process no matter which way you cut and slice it.

The most interesting takeaway however, was that the A3 Report was used to ensure a clear problem statement was considered based on an actual problem or need and not based on a potential solution. Too often, entrepreneurs come up with ideas for solutions and then try to retrofit them to a problem or need area. While this backwards entrepreneurship is plausible in many cases, it can easily lead one down the wrong path. If an entrepreneur already has a solution in mind, it is very possible their problem statement will be tainted and skewed to fit their solution. At this point, the entrepreneur may be missing out a key stage in the development of the solution. If more time is spent considering the problem or need state, the entrepreneur may realize the solution can be tweaked in a manner that better addresses the actual problem or need.