Productmoderniza/on:

Shi3ingyourproductbasetomeettheneedsof
mobilecustomers
MoDevEastPanel
Moderator DanKlaussen 3PillarGlobal
Panelists JeYeh WeddingWire
MarkRolufs Carfax
MikeCerniglia Micropact
SameerSiddiqui GanneF
Mobile Changes Everything
Alwayson,alwayswithyou
AccesstoauthoraLveinformaLonat
anyLme
NoLcaLondrivesinteracLon
Thenetworkofconnecteddevices

Mobile Changes Everything

Doeshavingamobileoering/presences
changeyour:
valueproposiLon?
customer/clientrelaLonships?
AreyouinvesLnginthekeyresourcesand
keyacLviLestoinresponse?
DoessomeonehavetheorganizaLonal
authority,responsibilityandaccountability?
Mobile Changes Everything
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
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Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

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I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
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Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
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What value do we deliver to the customer?
Which one of our customers problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
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ProJuctior
ProblemSolvirg
Platjorm/Netvorl
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rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
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Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
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Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
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IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
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Day Month Year
No.
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Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
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List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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The Business Model Canvas
Mobile Changes Everything
5
Goal:Easilycommunicate
withmynetworkofcontacts
Mobile Changes Everything
ThesoluLons
donthavetobe
complex
Evenifthe
complexityis
high
TopPRODUCTMINDSETPRACTICES
PROACTIVEOWNERSHIP
Focusonge*ngProducttoMarket
REALLYunderstandthebusinessproblems
Buildareleaseroadmapmappingepicstosprintsandmanage
toit
Planforscalability,reliability,performanceearlyon
Reviewarchitecture,design,codeearlyando^en
Planforhowyouwilltestthesystemearly
UXisREALLY,REALLYIMPORTANT
Communica/onbuildapartnershiprelaLonshipofmutual
respect
Mobile Changes Everything
Source:DudaMobileinternaldata-2012
Mobile Changes Everything
IndustriesgoingMobile Comment
RestaurantandFood 28%
ProfessionalServices 16% Legalservices,nancial
services,aForneys
HealthandWellness 10% Beautyandspasaccountfor
45%
TravelandTourism 8% HotelandB&Bare53%
Automobileand
Transporta/on
6% carservices,taxi,autorepair
Source:DudaMobileinternaldata-2012
Top5IndustriestoGoMobile
Mobile Changes Everything
The Business Model Canvas
Mobile Changes Everything
DoyouhaveaProductMindset

Howyouapproachmobilejustmaybe
layingthefoundaLonforthefutureof
yourenLrebusiness.
12
MicroPact
ProductCompany
Foundedin1997
HeadquartersinHerndon,VA
150Employees
ApplicaLonPlamorm
BusinessProcessManagement(BPM)
CaseManagement
DocumentManagement
PrimaryCustomers
FederalGovernment
Fortune500
UniversiLes
MikeCerniglia
Execu/veVicePresident&CTO

GoingMobile
Wewantmobile!Butwhatdoyouneed?
Retrorngmobile.Ifyouonlywouldhaveknown.
Thebigdecision.Haventwebeenherebefore?
NaLve
Hybrid
MobileWebOnly
13

providestrustedinformaLonthat
helpsmillionsofpeoplebuyandsell
usedcarswithmorecondence
Establishedin1986
11Billion+RecordDatabase
34,000+Sources
3.5MillionRecords/Day

CarfaxMobilePlamorm
Carfax
VehicleHistory
B
u
s
i
n
e
s
s

R
u
l
e
s

a
n
d

M
e
s
s
a
g
i
n
g

Web
Enterprise
iPadApps
NaLveApps
(iOS&Android)
&Mobile
Web

APIs
JeYeh,CTO
WeddingWire
launchedin2007byfourguysworkingoutofCEO'slivingroom
nowat160employees,doublinginsizeeveryyear
launchedrstiPhoneappin2009,rstAndroidappin2011
In2012,rewroteiPhoneandAndroidappsasHTML5hybridapps
tomatchmobilewebsite
WeddingWirehasseenmobiletracgrow2%(2010)to10%
(2011)to22%(2012)
Weexpectmobiletractogrowto40%byendof2013
Mobiletracisnotcannibalizingourwebtrac,itisaddiLve
Shi^ingproductfocustomobilerstandAPI-centricplamorm
FunFact:Therearemoremobiledevices(4.8billion)than
toothbrushes(4.2billion)intheworld
OnlineDealsonMobile
DealChicken
DealChicken?
Ecommercesiteoeringdiscounteddealsin63
markets
GanneFAdvantage:
81printmediareach12Mhouseholds
23TVstaLonsreach21Mhouseholds
19
DailyDeals-AMulL-BillionIndustry&Growingto$5.2
Billionby2015
Source: 1/ BIA/Kelsey US Daily Deals Spend (ex eCommerce), 9/18/12. CAGR = 30%
2/ BIA/Kelsey US Mobile Local Media Forecast, 11/5/12. CAGR = 59%
$4.8B
$5.2B
$1.8B
$4.4B
$3.6B
2013 2011 2014 2015 2012
DailyDealsis
200%biggerthanLocalMobile
AdverLsing
Source: 1/ BIA/Kelsey US Daily Deals Spend (ex eCommerce), 9/18/12. CAGR = 30%
2/ BIA/Kelsey US Mobile Local Media Forecast, 11/5/12. CAGR = 59%
Daily Deals
+200%
Local Mobile $1.2B
$3.6B
DealPurchasesonMobile
22
66%
33%
Desktop
Mobile
NorthAmericanTransacLons,July2012

35%
July 2011 July 2012
--Groupons2Q12EarningsRelease(8/13/12)
Mobile Web on 2/7/12 iPhone App on 5/10/12
DealChicken Mobile Presence
Mobile = 7% of Gross Rev Mobile = 12% of Gross Rev
Mobile = 17% of Gross Rev Mobile = 22% of Gross Rev
Deals Purchased on Mobile
HighAverageOrderValueonmobile,notjustlowpricepointdeals
BiggestTicketDealsonMobile
Panel and Audience Questions