Agenda:

• Updates (high-level) on various deliverables due soon: 

• October 31: Campaign & Activation Editorial Calendar (Jen/Dan)
• November 7: Prototype (Erin/Joel/Danny)
• November 7: Memo to Company Leaders (Sean/Jen)
• November 7: Marketing Channels (Erin/Jen)

• Miscellaneous, but connected in every way: 

• Brand: Logo (Under construction! Should have something in next week!)
• CAPSTONE: Once we turn in Prototype on Nov 7^th, how do we plan for updates on second draft of deliverables?

Campaign & Activation Editorial Calendar:

• Think about a specific moment where you can activate your audiences
  • How long could the campaign be?
  • Who would it be targeted to?
  • What channels/creative?
• Basic skeleton’s been created, basic strategy
• Two campaigns, because we’re new:
  • Awareness: 6 weeks (will inform the next campaign)
  • Engagement/Lead Gen:
    • Might invite them to be insiders and test things for Momento (beta testers)
    • Fast track them to be loyalists
  • Editorial calendar: mix of different creative types (static images, video storyboard tweaked for different platforms)
  • Question: as we define the campaigns further, can we intertwine the campaigns into the prototype?
    • Yes, one of the campaign ads will kick off the prototype
  • From Debbie: once you start to gain loyalists, focus on targeting and retargeting those customers. How will you manage those loyalists over time? (retargeting strategies)

Prototype:

• Two flows: guest checkout, subscriber checkout
  • Guest doesn’t want to add any personalization stuff
  • Guest journey should be SUPER simple, then ask them if they want to create an account at the end
• Think about flow of prototype from UX perspective – how many clicks does it take someone to go through the process?
• Important to show guest journey and subscriber journey
  • If you’re incentivizing promotion and trying to move people from guest to subscriber, that will be important for measurement
• Create a few different flows (like pre-prototype) and explain what those are
• Model prototype after one of those flows
• Update copy/content to be as relevant and real as possible eat time of pitch (early December)

Memo to Company Leaders & Marketing Channels:

• Haven’t been started yet, but marketing channels have been done for K&G
• Memo: asking if someone can help with Sean at taking a first pass
  • Joel wants to contribute.
  • Is there something to consider with this memo? Who are those leaders? Would the leaders be the investors?
  • Clarify via email with Amy and Becca – as a B2C who are you talking to?

Miscellaneous:

• Logo under construction, should have something in the next week
• Voting for favorite a few days before prototype is due so we can place it

How do we move forward and work on updating first drafts to be second drafts?

• Ask Amy & Becca, how do they want to receive/consume second drafts?
• Is it similar to how we’ve done this, or is it closer to the final pitch deck?
• Do they want it in one continuous deck or separate?

To Do:

• Erin – Compile feedback on deliverables so far from meeting minutes and Canvas feedback, put in doc and put in Sharepoint, broken down by deliverable

Upcoming: 

• October 31: Campaign & Activation Editorial Calendar
• November 7: Prototype
• November 7: Memo to Company Leaders
• November 8: Meeting with Amy & Becca
• Nov 14: Budget and Resource Plan
• Nov 14: Measurement Strategy & KPIs
• November 28: Second drafts of all deliverables

 

Feedback on features and cost structure:

Joel provided overview of standard features for standard users, premium features for subscription users, and payment options

Set standard for easy-pay options?

• Apple Pay and Google Pay are most common

Have you thought about wedding registries and how that might work?

• Need a lot of addresses to send out invitations – how do we obtain them?
• From Debbie: what if you partner with The Knot or Zolo?
  • Might be interesting to add as a future product
  • Things are sent from those stores and things get lost
  • Might be able to partner with them
  • Could be a way to integrate a more personalized note into those gifts
    • (from the gift-giver, providing a personal card that goes along with the registry gift)
  • Bit of an untapped market

Is there a guest user?

• They would need to create an account, but the account creation is free
• Guest user that wouldn’t have to create an account at all?
• You don’t necessarily need every person’s email address
  • If you allow someone to be a guest, and if they come back, they can create an account
• First time user might not want to subscribe, and they might want to try you out without giving their info
• At card personalization/checkout: “Would you like to create an account now?”
• Have to include a privacy policy on it
• As a guest, save NO information, and they can opt out of it and move forward

Payment:

• Think about logistics of asking people to pay a subscription
  • Week before, let user know trial’s almost up and we’ll be charging your credit card
  • Auto-renewals do that, but companies don’t normally do that with trial runs
• The trial is fine, it just adds logistics to what you’re doing
• After 30 days, $9.99 a month and includes a free card per month
  • And waives processing fee for gift cards
• Gamification idea is more for loyalty and long-term users rather than up front

Re subscriptions:

• From a D2C POV, keep it simple. 1 month free trial and go from there.
• Promotional POV: think more loyalty. Have a strong loyalty program with this and that will lend itself to users who will refer you and things like that

Re addresses from contacts in Facebook:

• It’s up to the user to input the address
• We can tell them they have a birthday coming up, but they have to put the address in
• In privacy policy, Momento has access to your address book and the addresses
• Be as transparent as possible
• From Debbie: consider your customer. When customers feel like you’re digging for their data, they’re uncomfortable. We want people to be deliberate in inputting the information, so they feel in control of that.
  • Postable provides an address book, but user has to input the info
  • Info is willfully given
  • Uploading of Excel is easy (but can’t be shown in our prototype, as it’s mobile)

Feedback from Amy & Becca on data (led by Dan)

Two biggest questions:

1. What other data points can you provide (aside from greeting card industry growth points) and tie that more into a story
2. We’re creating a new product/industry, there’s no real hard data… can you look at other things that get personalized? Desire to personalize other products, i.e. jewelry or Nikes etc.

Dan is going to do research on those to add to the PowerPoint

Debbie:

1. That’s more competitive analysis
2. Looking at data on different industries can be tricky because data is collected differently

Debbie’s going to attend next week’s meetup on Sunday instead of Monday

From Amy:

• Digital architecture looks great
• Glad we thought through APIs and tech
• Process model is spot on. It’s not overly complicated but tells the whole story (current state and the innovation state)
  • Maybe talk a little about the current state and point out the pain points for the customer
• Thinking through data flow and data plan (what you’ll collect on the back end) is really thoughtful. That’s a tremendous addition to the whole digital architecture
• Question/struggle:
  • Tableau: couldn’t quite understand the difference in colors and on slide 16-17, there’s a big white column that looks like it’s missing
  • What’s going on with the data?
    • Dan M: different colors need to be clearer. The data we currently have from industry report projecting to 2025, and the different color is the projection
    • From Amy: it’s not in the notes, she kept getting lost
    • After clarifying: Amy thinks it’s cool, just convey that message to the viewer, to see the trend upward
    • Not sure what’s going on with the blank column, must be an error.
  • On slide 15 with our data from LinkedIn, note that we ran that survey
  • Connect the data points from slide 15 with 16 & 17
  • Think about some other data points that might be good to include
  • Competitive analysis beautifully done – check that box and put it in the presentation

Becca:

• Agree on comp analysis – informative and instructive
• Visualizations, once explained, look good.
• Question: slide 16 – see correlation with online greeting card market. Slide 17 – per capita disposable income. These are good analyses – is this the right data to show to convince her, an investor, that this is a compelling market with growth where they can see ROI? Is there another data set that we have that we can run a similar analysis that might be more compelling?
  • For example: 45M people wish happy birthday on FB, 75% prefer physical cards – this is a black and white, compelling stat.  the market data we show is well modeled. But it shows the market is flat-lining a bit.
  • Find other data sets that align more with making a compelling argument
  • Is there something here in the headline you can add that might make the visualizations more compelling?
  • From Dan M: slide 15 is good contrasting points, but not clear on 16 or 17. With data we have, here is what people are buying online as far as online greeting cards go. Maybe another data set says people prefer X amount of physical items, keep the compare and contrast story threaded.
    • Other things to show: the amount of mobile broadband connections.
    • From Amy: what about more around personalized things? And that’s why there’s an opportunity? Maybe look at Etsy sales, since it’s so personalized. Value in stats around tangible, personalized options? 6,000 people a day buy signs for their door with their name on it.
    • What about the growth of personalized gifts market?
      • That could work as support, if it’s something you could easily find.
    • The market for personalization
    • X amount of people customize nike shoes every year (personalization focus)
  • In the absence of a data set, look for things that are similar.

Sum up:

• We’re on track
• Digital analysis and tech is beautiful
• Competitive analysis is a beautiful slide
• You’re chipping away at the final presentation
• Data is on the way there but there are some ways to improve and tie it all together

 

What is that feeling when you miss a birthday? When you want to remember, or you don’t remember something important?

 

We’re trying to get at a behavior change. Be that thoughtful person.

 

Greg mentioned we had too many personas (a snapshot of 4) – we didn’t say who we were primarily targeting, just listed viable personas.

• Side note: Earlier data from brand audience deliverables should be in the data deliverables we just submitted
• Becca: when it comes to building a new product, it’s important to get laser focused about your first segment, to help you as you start on this journey
  • Make the most use out of the budget you have
  • Start with one, continue moving out to other
  • Might be useful to zero in on one or two of these
  • But having four doesn’t strike Becca is too many
  • Early on, we’re going to start with this segment(s) bc XYZ reason. As we develop, we’ll introduce these other two
  • Amy agrees
  • Becca likes the personas

 

Two diff competitive analyses: one on tech, one more overall.  For now, keep both.  We can try to combine them? Think about differences between the two. Tech comp analysis only compares with our “Primary” competitors.

Value in having both. Put one foot forward and have one waiting in the appendix. Nod to the one in the appendix in the presentation.

 

From Debbie – on Slide 12 – idea of future tech growth, should be in a timeline. Should we go that route? Putting years or months on it. – yes, do that.

 

 

 

To do: run through deliverables for Sunday 10/10 for feedback from Debbie (Digital Analysis, Data & Process Map)

Debbie’s temple email (to share items from Sharepoint):  Tuj70476@temple.edu

Joel presented opening slides and Data Analysis

• Headless e-commerce
• Digital architecture
• JAM stack
• Pros and Cons of our proposed tech stack
• Competition – touch points of the architecture they’re using themselves
• Future tech growth

Dan presented data process model:

• Review of the prompts
• Some data points re: card sending/marketing for context
• Online greeting card sales data and forecast
• Industry performance, per capita disposable income
• Current process of getting a greeting card
• Process change with Momento
• Process Flow and Data Structure (our website, interacting with CRM and other tech)

Questions from Debbie:

1. Clarification about the pros and cons
   1. Disconnect: on slide 7 it says digital architecture, but slide 8 says “tech stack”
   2. Include “Tech stack” on slide 7 because it’s confusing
   3. 7-8 feels disjointed
   4. Choose architecture or tech stack (Debbie suggests architecture since talking about software. Tech stack more for hardware)
2. Competition would be better in a matrix. You’re stating what their feature sets are. If you did a matrix, these are the 3 main competitors, here are their feature sets, here’s our feature set. Shows where you live in the competition
   1. Note: did this for the competitive analysis
   2. Shared the competitive analysis from the brand/audience slides
      1. Note: need to move Momento blocks on the charts
   3. Need to know where you lie in the feature set vs. your competitors
   4. Use chart slide from the competitive analysis
3. Future Tech Growth slide: Include an 18-month roadmap, should decide within the first 6 months of launch we’ll do this, next 6 months we’ll do this.
   1. Give your growth a timeline (road map)
   2. Strategies will be clearer
   3. By 6 months, we’ll do X
   4. Talk about API integrations you plan to implement
   5. What social data? What channels? How would you do that (with a focus on the tech)?
   6. This should focus on tech implementation
   7. Why are they tech growths?
4. Process Flow and Data Structure looks good
   1. Looks like shipping data
   2. Need to have data about birthdays and customer information
      1. You have first name, last name, email. This is logistical, shipping info
      2. Isn’t there the data of the person (birthdays, reminders)
         1. Answer: we’re going to API into Facebook and get friends lists and birthdays, and also stored under contacts (needs to be illustrated better)
         2. Show that you OWN that data, show what you’re collecting
         3. You’ll have the customer’s data, and their contacts’ information
      3. Have a separate slide that just shows the data you’re collecting
         1. Here I have customer info, shipping info, customers’ contacts information
         2. Show what data you have, that would be important information for investors
         3. Have a breakout of your flow chart that shows:
            1. At sign up, here’s what we’re collecting
            2. Importing contacts, here’s what we’re collecting
            3. Partnering with Facebook, here’s what we’re collecting
               1. This data isn’t as valuable to investors since it’s not owned by Momento

Debbie thinks it looks good overall.

“They like you to go deep into data. Where and how you find the things. Do you have any statistics on your competitors? Where are we with what you can know about those competitors? It’s hard to find, it’s not public information. Say in your data analysis, you’ll look at that reporting once you launch. It’ll be an investment you make to have that data.”

Revisiting Joel’s section

1. Do you define headless as what it is?
   1. It’s never explicitly defined. It should be defined in the slide before (in Our Approach)
   2. Then it all makes more sense as to why we chose it

Next call: October 11 at 7pm?

Catching up for a few mins

How did the 9/26 deliverables go?

• All good and delivered

Feedback we’ve received so far:

• From Amy and Becca:
  • “This is basically a final deliverable”
  • Treat the first draft like it’s close to final – easier to make tweaks
  • Data visualizations – there’s more we can do with the data we have in terms of visualizing it
  • From Becca – as an investor, what’s your long-term plan? What are the trends for the next 10-15 years?
  • Think beyond the trends right now and make predictions for the future
    • The bridge between millennials and Gen Z?
    • Is Gen Z part of long-term plan, or part of current trend?
    • What are the trends of human behavior for the future, rather than just a specific demographic?

Debbie is challenging the 10-15 years remark. Look 3-5 years ahead, we can start there. Anything further than that – there’s no point. We don’t want to look more than 6 years ahead from the POV of an investor. Is the goal to be acquired, or that you will acquire others?

• We’ve had talks about an exit strategy
• Is it niche, or is it not niche? (i.e., do we partner with Etsy, or Amazon?)
  • From Debbie, niche is easier. There’s an opportunity to build something more custom. Going mass, you’re talking tech that you need to scale really quickly and you’ll need a lot of salespeople.
  • Go niche initially. Could be picked up in social channels and get people excited.
  • Mass = ton of money (millions to get off the ground)
  • Dealing with a smaller audience gives more opportunity to take off

If you put a pitch together, investors want to know what your out is:

• Who do you want to be bought out by?
• Here’s our 3-5 year plan, we’d be acquired by Hallmark (or whoever)
• OR – we want to become Hallmark of digital. Therefore, here’s our plan.

Feedback from Kim and Greg:

• Kimberly:
  • “OMG I need this”
  • Dove into her own use case, a sort of script about why she needs this product
  • Constructive feedback: wanted to understand 1.) how the gifting element would work? And 2.) how we will make money?
    • Gifting – a later feature
    • Our revenue stream/model – TBD
    • From Debbie: you always have a road map, you launch with a MVP (minimum viable product) with a road map of the next 3 years that showcases the final outcome
      • Viable – people have to want to buy it
      • Continual roadmap – building out features along the way

Are you building from scratch or are you customizing something that exists?

• Is there tech (APIs, other tech) that you can build off of?
• If you’re going to build something that combines a lot of apps or API or tech?
  • If so, you have to manage support for all those apps/software
  • What happens if Calendly goes out of business?
• What is the foundation?
• We’re positioned B2C, with the possibility of B2B as part of the roadmap
• Competitors who are B2B focused pigeon-holed themselves into that space
  • How do we make it all about the experience and benefit and ensure our position/brand doesn’t look to business or too corporate, or too opposite?
  • From Debbie: if you have good branding, it doesn’t matter. B2B and B2C can be synergetic
    • Include a placeholder for B2B in your presentation as something to come in the future

Any additional questions or thoughts from Debbie?

• Understand more of the revenue stream/model?
  • Tier system, a free membership that gets you in the door and two other tiers that get you additional features based on the level of membership
  • Bouncing idea of ad space around or other promotional things
• From Debbie:
  • Free is NEVER good
  • Most companies out there in this space – might have a free trial
  • Investor would ask how are you converting those free people?
• From Joel:
  • Free for someone to use the platform but they still have to pay for the card itself. Not subscribed, but can do one-off sends. But won’t have the ability to leverage calendar integration, inscribe tech, etc.
• From Debbie:
  • Caution: one offs vs. subscriptions vs. tiers,
  • don’t have one-offs
  • Explore it more before you decide, it could be complicated from a back-end cart
  • From Joel: should we only do subscription then?
    • Debbie: offer specific cards for free (like 3 options a month), limited number of creative pieces. From there and you want more and explore more, they can get more options if they’re subscribing. Paperless post, you’re paying for delivery instead of the product.

E-cards: If you’re not whitelisted, you may never see the card because it could end up in spam. Look at tech to prevent that.

From Debbie: it’s important to be transparent. Make people understand it’s not free, but promote that they can test it. Content and copy will be important. Need people writing suggestions for your cards, designers to design cards. You’ll need a creative team, operations team, tech team.

Is it vital to include staffing info in pitch deck? It’s important to include where your money is going. Investors will pay for technology and hard goods, but they do not want to pay for your staff. Talk about your tech. Might be ok with hiring developers, not ok with hiring staff.

How much money have you put in yourself? You won’t get a penny for the “time” you put in. You’ll get investors if you talk about putting in $200,000 of your own money or seed money. They’ll take you more seriously.

• Data visualization for where the money’s going/coming from?

From Dan H:

• We’re inventorying cards… what if the cards don’t sell? What can we do to mitigate that?
• From Debbie: Cost of goods – what’s the cost of goods to buy the cards and house the cards? How will you get rid of them?
  • Look at how much you’re going to buy up front.
• How much does it cost to buy the cards? House the cards? Ship the cards?
• Don’t buy so much in the beginning. Have a few of each category (think about event perspectives, christenings, bat mitzvahs, etc. vs. thinking of you, get well, etc.

We have data on who’s spending on what (types of sentiments), our procurement strategy could be based on that data. (hint: it’s mostly birthdays)

So, have a lot of inventory for birthdays, and use the data to figure out other events/celebrations

Debbie:

• If you focus on buying paper stock instead of cards, it could be costly because at this point they’re customized
• Could work though, if you want to be more like papyrus and have an initial sampling of beautiful cards.
  • Warning: there are so many custom cards.
  • You may want to feature artists each month
  • Collab with artists, send us your artwork (Instagram promo)
  • Could be a custom tier (pricing model)

Next steps:

• For Kim and Greg: content and channel strategy and editorial calendar
• For Becca and Amy: digital analysis, data and process model

From Debbie:

• Becca and Amy dig into this one a lot
• Give a good model, this is where people struggle with them
• This is what drives your business, so they’re particular
• “The data doesn’t really indicate we should feature artists, but we want to feature an artist” so you can push back.
• I’ll challenge you – it’s not just data. It’s also creative.
• When marketing oversees creative, they’re looking at it more from a business strategy POV
• When creatives have power, you get a very different result than when they’re under marketing. Marketers are driving from one perspective, creatives are driving from a different perspective. It’s a more iterative approach (having creative aligned with marketing)
• You need people with a business head, but you also want them to go outside the box
• Example: MAC cosmetics was forward thinking. Now, where are they? Innovation back then, 2 guys ran a company differently. They sold to a big company, then it got in the make money grind and innovation went out.
• In momento, if you focus on creative innovation. An aesthetic that’s different. Think outside the box. You might be able to have custom fee or structure.
  • People go to Etsy because you can’t find it anywhere else
  • Creatives want to be on Etsy
  • Etsy has always been trend-setting
• Creative innovation will be key for us to set us apart from other companies
• People like paperless post better than other companies because the envelop opens and the card comes out (which is different than other companies and more exciting) – so how are WE different?
• Have a POV that no one else has

Debbie’s goal: give us other things to think about as we move forward. You want to launch a SUCCESSFUL brand. The POV is the biggest thing. Any investor deck is looking for why they should invest in you. If you’re replicating and bettering, that’s not enough. Something has to pique their interest.

Sometimes you can overbuild. So be careful of not doing that

AWS would put you into a tech stack. Need to find developers. Today, those languages are shifting and changing.  Its expensive.

With WordPress, it’s great but its buggy. If it’s not maintained, you have to keep an ey eon it. There are integrations for WP, like Shopify, that we could customize. WordPress with Shopify  could be a good option but do research to see

How does AWS integrate with other software?

You can host on nexus or other hosting platforms, but look at those too. If you have a lot of volume, you need to be sure you have the right hosting company.

HubSpot tools can be integrated (all encompassing), might be where we send our cards from.

Based on someone putting something in cart and sending it out. Look at HubSpot and figure out where you collect your customers and how you work with them on the back end?

CRM and Marketing Platforms are expensive, but you should be paying for them. Don’t use free programs.

Salesforce is an alternative to HubSpot, so is Marketo. Zoho, not a Salesforce, not a HubSpot, kind of a middleman.

With HubSpot, you have to hire a company to implement HubSpot. Can work with outside consultants to customize your HubSpot. Maybe build in a good consulting company to your pitch deck.

Can’t just buy software and work with it. You have to buy software and customize it to get the most out of it.

It’s good to consider tried and true platforms, as long as you’re not customizing to the point where they’re not those platforms anymore.

Ellucian suite (ticketing systems to get tech team to work). If go with HubSpot and Shopify you’ll need different things than if you’re building out.

For future, show work in a presentation mode.

Next meeting: usually Mondays at 7pm but Debbie’s not available Oct. 4th. Next meeting at 7pm on October 7^th. Share the presentation with Debbie that day.

Send Debbie the deck (even if it’s huge), she wants to edit it. She wants the full deck, not separate decks.

­Meeting Minutes with Amy & Becca 9/20/2021

 

Things with our mentor are going well!

 

Questions for Becca and Amy:

• None. We’re ready for feedback!

 

Feedback from Becca and Amy:

• Becca:
  • It’s almost like a finished deck with the first submission!
  • Data is great, brand work is great
  • Research, analysis and insights are excellent
  • You’ve done a lot of research but gained a lot of insights as well
  • Recommendations (just to improve something already great), and based on if this were a real pitch:
    • On your structure of how you’ve presented your work – recommend talking about your segmentation structure and market segments *before* you dive into the brand.
      • Sets up why you have the brand you have
      • Identify problem, talk about solution, touch on what the company is all about, then – slide 18 sets up why you’re selecting the segments you are. Segmentation – targeting – positioning. Just explain who you’re targeting first, then go into your positioning.
    • Slide 7 – is this REALLY the problem? Or is the problem that people are forgetting to get a card, and when they remember it’s too late to get them an appropriate card?
      • Articulating what the problem is, the overwhelming part is the selection you find in a drug store. Or are they overwhelmed by their lives?
      • From Jen – to be clear, the problem is being overwhelmed by life, and forgetting to get the card. Forgetting is the root of the problem.
      • Slide 7 is an effective way to build on slide 6
    • Slide 18 – great set up to market segmentation. Slide 19 – try finding other data. The data for 2019-2020 is too long ago. What should I expect for 2021? 2023?
      • Erin note: this could tie into what Debbie was saying about finding data on Gen Z and see where this could go in the future for future generations?
      • What is the buying behavior going to be when it comes to cards? Are they going to want to do that?
      • More data of how this concept can grow
    • Amy:
      • In this top 10% 19% slide (slide 18) – Top 10%, 35%; what is the percentage that I am of these apps?
      • What is the dollar size of the market? User size? What are those dollars being spent on?
      • Where do I fit in the story? Am I one in 10 who still buys greeting cards? Or whatever the data point would be
      • Data around future trends VISUALIZED
        • Take what you have and make it visual, makes it easier to visualize and understand the stor yyou’re telling
      • I noticed you’re using Asana
        • You don’t have to recopy the updates anywhere, just provide a link
      • Competitive analysis:
        • This is the right direction, “this is where we sit”
        • Question:
          • How dcome you guys are all the way on the eright?
        • Momeento’s placement was partly for dramatic effect, partly because we’re not exactly sure where we lie on the axes
      • Follow up from Becca:
        • Don’t necessarily need the dramatic effect
        • Being closer to Hallmark isn’t a disaster
          • Might actually benefit, because it shows we’ere doing something that’s also working somewhere else
          • It won’t appear like an unrealistic expectation of yourself
          • It’s not a bad thing to be close to Hallmark, counter with what makes us *better* than Hallmark
            • We’d be above them in convenience for our AI and our tech
          • Follow up from Amy:
            • Tech requirements are so thoughtful
            • Past teams have come up with tech things that don’t make sense
            • This idea seems really plausible
            • Thinking about final presentation:
              • A slide that shows how all the integration happens, how all the moving pieces come together

 

Question from April re: segmentation:

1. Millennials are hitting life moments later than other generations. Buuys us a decade more of time (they still are the future). They’re also the largest generation in existence. The Gen Zers are the recipients of the cards. Their love could come through receiving the cards.
2. Gen Z is so tech driven, can they be bought in as recipients?
3. In Jen’s opinion, what’s the current data on Gen Z, wouldn’t put it past them to do something thoughtful. Entering the work force, gonna meet new people. How do they develop those relationships? Can cards come in?
4. From Becca – wasn’t recommending reseegmenting. The idea of engaging Gen Z somehow and thinking about them is helpful, but moreso looking at the data on slide 17 about segments (note: add lifemarker info for millennials), then market growth (how people are purchasing apps) this is the type of app that’s on the rise. That proof data to show market growth with your product type, rethink and look at different stats there.

From Joel:

• Competitive analysis design: is it clear enough to just have logos? Should we include the names?
• Becca thinks the logos are sufficient, Amy agrees