Home Smart 100 2011
There was a call from the male population for better personal care, but there was no one advertising the fact that they would do the male Brazilian wax. Enter Ouch Waxing Studio. We openly advertise that if you have hair there we will wax it with no embarrassment.
Clinton Larson and Emma Lo Russo, ex-Macquarie Bank colleagues, came together to explore the impact that the social web and changing technology were having on traditional businesses, especially those looking to compete globally. After testing the opportunity, they launched DIGIVIZER in July 2010 -- a solution that finds the digital footprint of people organisations know (their customers) or people they should know (prospects) on the social web.
We saw the cost of energy rising, the growing frequency of major destructive climate events, the crazy behaviour of office staff wasting electricity by leaving things on overnight and on weekends (74% of the week), the overly complex solutions available....
I was a time-starved mother of a newborn baby and a toddler. I was spending nearly an hour a day washing and sterilizing baby bottles. I began researching for an appliance that could meet my needs and found nothing. So, I started sketching some designs and developing the functions of my 'Dream' appliance.
An NSW-based company, Flovac, has developed a deployable sewage treatment system that could answer the health need of military encampments and emergency refugee camps. The products earned the runner-up spot in Anthill's SMART 100.
It came to life after reading Anita Roddick's book of collected essays, Troubled Water, which amongst other things predicted wars on water in the 21st century. It was not long after, when I was tackling more water-related dilemmas, I determined that the conundrum of bottled water could use a marketer's approach. The notion that in a country where there is perfectly safe tap water available it is ridiculous that we are quenching our thirst with bottled water. My solution: 321 Water.
Be There came about from a combination of the Black Saturday bushfires, the devastating flooding that occurred in Queensland, and the feedback from Silicon Valley for Jasondb, our new NOSQL database. Be There was an initiative designed to allow people access to information in real time from a combination of "verified" organisations as well as crowdsourced individuals.
This innovation came to life after spending ten years in the Internet business and finding it was still way too difficult for the average business to run an online store. Worse still, marketing online was getting more complex, and you needed a swag of different tools to make it happen.
This innovation initially came to life when I was working on my butterfly and insect farm. I wanted people to be able to experience various insect life cycles in their own home or at school, so that I could share something special with them. I chose a few of my favourites and came up with a prototype for an enclosure that would meet the housing requirements for all of them.
The IntelligenceBank service has been developed over the last two years to make corporate information easy to find, share, manage and use, all in one central place, and without the need for IT support or infrastructure. It gives an innovative and flexible IT tool back to the people that use it operationally through a very easy-to-use and intuitive interface. The Admin section is so easy to use that your grandma could manage it.
I had the idea that a community-based approach to energy measurement and control could better help people to save energy and money, to share and learn. And so, the Smart Energy Groups project was born.
Inventor Don Richardson was approached by AFGC with a problem that its food industry members were confronting; it had to do with improving and monitoring the refrigerated distribution of perishables -- foods and pharma products -- during distribution. The industry wanted a more responsive way to ensure their product food safety. Richardson was then granted patents in numerous OECD countries for its unique business process.
The innovation came to light when Ruchir Punjabi, who had experience of serving more than one hundred clients with his expertise in web services and products, identified a few fair problems in the web site creation and management sector and decided to spend more of his energy on product development in key areas in the web space. He saw immense potential for the product in a seemingly unorganised web services market in India and elsewhere. He went head hunting for like-minded, passionate individuals in the same space and put together a motivated unit of web developers. This is his third venture.
I used dynamometers as an apprentice, to test diesel engines. I wanted wind-powered heating as part of a desalination unit – to make fresh water from the sea.
This innovation initially came to life when it was realised that the popularity and hype surrounding mobile apps was not going to be the answer to an organisation's need to service the entire range of future challenges it will face around 'mobility'. Organisations will need a much more strategic approach (and the tools that support such an approach) to deliver useful mobile tools to a range of different users -- staff, customers and business partners.
I had friends who travelled often for business and would find themselves suddenly in a city with nothing to do and no one to do it with. As you often purchase event tickets months out from events, it is difficult for the business traveller or last-minute purchaser. Also, it can be very lonely to attend events on your own. I decided to build a site where people could meet and connect with others, without the "online dating" stigma attached. And it would provide an opportunity for people to offload or buy last-minute tickets without having to deal with scalpers.
Kogan invented LivePrice when we realised there were shoppers around the world pre-paying for goods but not receiving any benefits for doing so. LivePrice creates a win-win situation for both retailers and shoppers. It rewards customers who jump on great deals quickly.
One night I called all the kids for dinner and asked them to bring the cups they were using to the table. They all walked past several cups on the kitchen counter and grabbed a new one from the cupboard. Right then I wished I had a better way to manage all the cups floating around our house. Keeping track of cups in a busy family can sometimes become unmanageable resulting in abandoned cups, spreading of illness and arguments.
I was sitting on the toilet. I realised that toilet paper has seen little to no innovation in the last 50 years. I also realised that global sanitation is a huge problem that is underfunded because people don’t like talking about toilets. In a split second the idea was born: toilet paper that uses 50% of its profits to build toilets in the developing world.
Founder Dale Carr noticed how many website owners were complaining about declining revenues they were seeing from online adverts placed on their web pages (especially with Google Adsense). Digging deeper, Carr identified a trend called ad-blindness where web visitors were now so used to the look and feel of online adverts that they were totally ignoring them. Carr set about working on an advertising solution where the display method would be more engaging meaning higher click-throughs, better web-owner revenues and higher quality leads for advertisers.